Link: CEOs look toward disruptive technology more than CMOs & CIOs

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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

Link: How To Make Meaningful Estimates For Software Products | Wait, I Know This One

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If you’ve worked with me in the past few years, you know I advocate bringing product management thinking and practices to enterprise/business software projects, particularly those trying new tech, methods, outcomes and such. The things that Nils classifies as interesting:

“There is a fundamental disconnect between estimates and interesting things. Interesting things are unpredictable.”

…”I prefer timeboxes, and for interesting things, we get done what we get done in the timebox. The art of product management is figuring out what to do in the timebox.”

Source: Wait I know this one
via Diigo

The Business Architect’s Skill Set

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Last week I taught a half-day workshop on Kick-starting Business Architecture at the 2013 Building Business Capability conference in Las Vegas. I had 75 participants from a wide variety of backgrounds including business architects, business analysts, enterprise architects, project managers, business process managers, business managers, and strategists. A very diverse group to say the least. […]

my path: towards technology infusion

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“IT, or better said, the digital capability IT provides, is infused in every aspect of a business including process execution, customer interaction, employee and partner collaboration, knowledge discovery, information access, delivery, and flow.

In order to provide top tier digital capability, we need to abolish these artificial divides of business and IT, and focus on building organizational capabilities that combine business, technology and human elements.”

– me, on my soapbox last year.

Foundational for my personal (not client specific), work, writing, whatever form it takes.

The Future of EA

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Last time I discussed how EA needs to play the role of trusted advisor. This week I want you to imagine what you would like the future of EA to look like if you were responsible for envisioning it.
Imagine the Future of EA
There are so many books and …

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