Using recursion in sensemaking

This was such a good question from Paul Beckford, in one of his comments on the previous post, that I thought it was worthwhile bringing it out into more accessible form here: “I don’t understand the recursion you speak of and the real time nature of decision making and how that is different from ‘considered’ […]

More on principles and decision-time

Seems that that Twitter-conversation about principles and decision-making just keeps on rollin’ on. Stijn Viaene kicked the ball rolling again with the following Tweet: destivia: @ebuise @tetradian @richardveryard Never forget a ‘model’ is always only a preliminary version of how we see or want to see reality. After which, yes, the whole happy ‘passel o’ […]

How useful are principles in enterprise-architecture?

Not quite sure where this one started: probably from this Tweet a few days back by Anna Mar (@simplicableanna): simplicableanna: 7 Reasons You Need Architecture Principles http://bit.ly/xqzDkl #entarch Gerold Kathan retweeted it, and I passed it on again as what I thought of as a useful summary. Nothing unusual there. But then one of my […]

The CIO Through the Eyes of the CFO

Guest post by Phil Garland I had the opportunity to have lunch with 8 chief financial officers in Denver last week.  Our conversation started with why the CFO should care about IT and what they need to know about technology. Our discussion quickly got to the topic of the roles of the CIO in this changing world of cloud, mobility and social networking.  These enabling technologies have made technology much more accessible to non-IT users […]

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Active Info: If only there were an algorithm for that…

This week on Active Information I riffed on a WSJ article that riffed on Daniel Kahneman‘s Thinking, Fast and Slow, which led me into the data scientist shortage and analytics-as-a-service.

Alas, as I didn’t lead with any of those buzzwords in the title, the post is sadly under-read. Anyway, the link and blurb follow. I’m off to hone my buzzword skills.

Rationality, delivered.

Quite possibly, we will find ourselves in a “there’s an algorithm to decide that” world. But, until the talent shortage is stemmed, we’ll need to get our rationality delivered.

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Understanding Agility the Hard Way!

Agility is one of those words beloved by software industry marketing people. Over time it has become almost embarrassing and meaningless. Yet if you are in doubt I suggest asking Eastman Kodak, RIM, Palm, Yahoo or Nortel what they think the term means. When you don’t have agility you understand it all too well.

In today’s FT John Gapper says: Kodak’s experience has a lesson for companies in the grip of rapid technological change. As Kenny Rogers sang, “You’ve got to know when to hold ‘em, know when to fold ’em”. Unfortunately, most public companies are run by people who hate folding ’em, and instead keep returning to the shareholders and bondholders for more chips. . . . Few senior executives, when debating options for a technology company in decline, admit defeat and run it modestly. Instead, they cast around for businesses to buy, or try to hurdle the chasm with what they have got. Sometimes they succeed but often they don’t, wasting a lot of money along the way.”

It brings to mind Fred Brooks essay on software engineering. “No scene from prehistory is quite so vivid as that of the mortal struggles of great beasts in the tar pits. In the mind’s eye one sees dinosaurs, mammoths, and sabretoothed tigers struggling against the grip of the tar. The fiercer the struggle, the more entangling the tar, and no beast is so strong or so skillful but that he ultimately sinks.”

When all is going well investing for agility may seem a luxury. Why make capabilities genuinely independent so they can be switched in or out, or truly generic so they can be used in many different contexts if there’s no obvious or short term ROI? By the time you can accurately compute the ROI it will probably be too late.

Ref: Fred Brooks: the mythical man-month, Addison Wesley, 1975