If the word ‘digital’ summons images of calculator watches from the late 80s, then you understand my angst. We should be discussing how analog solutions, those with high levels of fidelity and granularity can be leveraged to better understand, predict…
Don’t worry. Don’t panic. Use the crisis as a pretext for taking bold, dramatic action to improve your business and set your capabilities on new, improved footing. Emerge from the crisis stronger than you were when it began.
The post Don’t Stop…
Next to the perennial favorite “What Enterprise Architecture is and/or is not,” I’m inclined to believe debates over frameworks are the hottest debates going right now. Why is that?
There are many challenges that CIO’s are facing in today’s cloudy, jargony, swirling maelstrom of Information Technology. But isn’t there something missing in the conversation that totally supersedes these challenges?
There is much to recommend about changing how we create, deploy and offer our services and products to customers. Yet there is an entire consulting industry built around avoiding the pitfalls of cloud.
Title inflation/mis-direction is vermicious. Like a Knid.
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.
Architecture is about holistically describing the system of people, process and technology. It can be abstract and conceptual, or it can be concrete and detailed. But it is never merely a specific product set from a specific vendor.
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…