Aggregated enterprise architecture wisdom
An unexpected referendum result in one smallish country that triggers business-uncertainty on a literally worldwide scope and scale: that’s Brexit. A nice example, in fact, of what’s really meant by the term ‘disruption‘. What happens when those ‘rules’ by which…
What does an old World War II tank have to do with innovation? I’ve mentioned it before, but it bears repeating – one of benefits of having a blog is the ability to interact with and learn from people all over the world. For example, Greger Wikstrand and I have been trading blog posts on […]
I’m about to embark on a shift in direction or emphasis, to much more of what I’ve previously described as Really-Big-Picture Enterprise-Architecture (RBPEA), applying enterprise-architecture/systems-thinking principles and practices to concerns at much larger scopes and scales – all the way…
Do you believe in magic? Most people don’t. But this isn’t about magic as such – it’s about belief: in particular, Gooch’s Paradox, that “things not only have to be seen to be believed, but also have to be believed to…
Do you believe in magic? [Yep, this one is long – more than 7000 words, or long even by my somewhat-extreme standards for blogging. But there are good reasons why it needs to be this long, as you’ll discover later – and…
I have to wonder if these CIOs are leery of backlash days (all in for alignment) when thinking tech-first, so don’t dare cite tech disruption over market factors:
“…now two years in a row, CEOs rank technology factors as the most important external force shaping the future of their enterprises. That’s ahead of market factors, macro-economic factors, people skills, regulatory concerns, and so on. And it’s up from being the 6th most significant concern to them back in 2004.”
“…What’s interesting in IBM’s report is that CEOs rank such threats and opportunities from technology higher than CIOs and CMOs”
Source: chiefmartec.com referring to recent IBM study: Customer Activated Enterprise
via Diigo
“Success in self-disruption requires at least the following six elements:
1. An autonomous business unit. The unit should have all the functional skills it needs to succeed, freeing it from reliance on the parent organization, and it must not report to the business or businesses that are being disrupted.
2. Leaders who come from the relevant “schools of experience.” These leaders have addressed a variety of challenges, especially in the kinds of problems the new growth business will face. They are often necessarily sourced from outside the organization” …
source link: bmichelson on tumblr excerpting HBR article on Disrupting Consulting
via Diigo
Additional disruption of consulting in Scott Berkun’s Consultants Should All Get Real Jobs
On 2 October 2013, the Open Group ran one of its occasional ‘TweetJam’ Twitter-discussions – also known as an #ogChat. This time it was on digital disruption – disruption to existing business-models, typically (but, as we will see, not only) by … Continue reading →
Yesterday (02 October 2013) the Open Group ran one of its occasional ‘TweetJam’ Twitter-discussions – also known as an #ogChat. This time it was on digital disruption – disruption to existing business-models, typically (but, as we will see, not only) by…
As you’ve read over past couple of years, we’ve started investing in a hybrid Angel/VC model. Lots of risk, lots of upside, and lots of fun new things to learn. Applying Capability Driven Methods to management from the start has been both f…
As you’ve read over past couple of years, we’ve started investing in a hybrid Angel/VC model. Lots of risk, lots of upside, and lots of fun new things to learn. Applying Capability Driven Methods to management from the start has been both f…
If there’s one unassailable maxim in start up investing, it is that one invests in team first, everything else second. One of the major points of vetting a potential team is whether they’ve been through the start up cycle before, with more creden…