As technology architecture professionals, we can only be successful and valuable to those who pay us if we frame our work in terms of capabilities at the outset. If we start with details, we’ll ultimately fail.
What would it take for your business to view IT as a valuable, essential partner instead of an annoying cost-center that they’re forced to deal with? Wouldn’t that be better for you and better for them?
Large technology organizations don’t simply become agile. They’re either agile or not. If they’re not, the path to being so is via change, often radical change at that.
Anything IT does should be seen as consistent. Using words like “Principle” with the definition most people have for it is a sure-fire way to disappoint folks. It turns out that instead of a iron clad ‘always-will-do’ thing, our Principles are merely s…