Aggregated enterprise architecture wisdom
Companies usually have installed an executive hierarchy. This hierarchy is one that has been evolved and tested over a long period of time. We have reasonably clear ideas about what it should establish. People have one boss, who more or less decides about their roles, assesses their performance, and decides what to do when the […]
Software is eating the world! Every company is becoming a software company. If companies don’t, they cease to exist. Just imagine: you are a thermostat maker and suddenly you have Google as a competitor (via its Nest acquisition). This is just one of the many recent examples. Interestingly a lot of the innovations in the software industry are fuelled by abstraction and automation, concepts that are well-known in the Model-Driven.
The post From Software-Defined to Metadata-Driven appeared first on The Enterprise Architect.
Productive organizations get more work done than expected. High performance organizations produce the unexpected. They not only produce more, they also produce “different”. When most people think of organizational performance, they think first about productivity. Are we getting enough work done? And how do you get a highly productive organization – by focusing on efficiency. […]
These days organizations operate in a dynamic and fast changing environment which makes formulating a consistent strategy a challenging task and executing that strategy even more difficult. More than half of organizations surveyed in previous economic studies indicated that they … Continue reading →
Change is inevitable. People change with experience, The market changes with customer ‘wants’, influenced by competitors, fads and innovation, Legal requirements change with government policy, Technology changes introducing obsolescence and new possibilities. Businesses that do not acknowledge the necessity of … Continue reading →
At #HseParty14 I curated the creation of a Museum of Future Housing Technology, groups of people came together using various gamestorming and service design techniques to re-imagine business problems through the lenses of disruptive technology trends. I’ll blog in full at a later date, but for now here are the video exhibits
… often follows what Freud called “kettle logic“.
“The problem doesn’t exist, and anyway it isn’t a problem for us, and anyway we’re already dealing with it.”
Imagine we ask a manager whether her organization experiences any of the Symptoms of Organizational Stupidity. Suppose she denies it, or says it doesn’t matter. Guess what – defensive denial is one of the symptoms on the list.
In 2008, Blockbuster CEO Jim Keyes expressed some bewilderment at his competitor’s success.
“I’ve been frankly confused by this fascination that everybody has with Netflix. … Netflix doesn’t really have or do anything that we can’t or don’t already do ourselves.”
Denial is a key phase in the hype curve for new ideas (especially but not exclusively technological ones). A concept is rejected as meaningless, dangerous and/or unnecessary, while simultaneously being bundled together with earlier concepts.
“That concept doesn’t make sense, and even if it did it wouldn’t be technologically feasible, and anyway we already have a perfectly good word for it and lots of people are already doing it so we don’t need a new word.”
Brian Klapper, When Corporations Cannot Adapt (aka Fear the Kid in the Black t-shirt) (January 2013)
Related Posts: The Dynamics of Hype (Feb 2013)
… often follows what Freud called “kettle logic“.
“The problem doesn’t exist, and anyway it isn’t a problem for us, and anyway we’re already dealing with it.”
Imagine we ask a manager whether her organization experiences any of the Symptoms of Organizational Stupidity. Suppose she denies it, or says it doesn’t matter. Guess what – defensive denial is one of the symptoms on the list.
In 2008, Blockbuster CEO Jim Keyes expressed some bewilderment at his competitor’s success.
“I’ve been frankly confused by this fascination that everybody has with Netflix. … Netflix doesn’t really have or do anything that we can’t or don’t already do ourselves.”
Denial is a key phase in the hype curve for new ideas (especially but not exclusively technological ones). A concept is rejected as meaningless, dangerous and/or unnecessary, while simultaneously being bundled together with earlier concepts.
“That concept doesn’t make sense, and even if it did it wouldn’t be technologically feasible, and anyway we already have a perfectly good word for it and lots of people are already doing it so we don’t need a new word.”
Brian Klapper, When Corporations Cannot Adapt (aka Fear the Kid in the Black t-shirt) (January 2013)
Related Posts: The Dynamics of Hype (Feb 2013)
(Note: I’ve added an addendum to this post)
It has been many years that we have lived with the concept of technical debt. Martin Fowler did a good job of describing the concept in a 2003 article on his wiki. Basically, the idea is that you …
As the hype around big data begins to quiet down, more companies are focusing on how they can transform that data into insights and actions that lead to real business benefits. After all, what’s the point of a data initiative if it doesn’t add value? We’re now seeing a race to achieve data-based business objectives, […]
What’s the last stage of learning any skill? Answer: ya gotta teach it… And that’s exactly what I’ll be doing down in Australia, starting late next month. Some while ago I said that at last I’d Got Round To It…
By Allen Brown, President and CEO, The Open Group Today everyone is familiar with the power of brands. Managed well, they can develop strong biases amongst customers for the product or service, resulting in greatly increased revenues and profits. Managed … Continue reading →