Business vs IT Archive

  • With the upheaval of the economic downturn came a spate of mergers, acquisitions, divestitures, splits and buy-outs. The ensuing chaos of the resulting technology portfolios cannot really be overstated. Many surviving companies are just a mess. In normal times this may not be a big deal. But these aren't normal times.

    Rational Rationalization

    With the upheaval of the economic downturn came a spate of mergers, acquisitions, divestitures, splits and buy-outs. The ensuing chaos of the resulting technology portfolios cannot really be overstated. Many surviving companies are just a mess. In normal times this may not be a big deal. But these aren't normal times.

    Continue Reading...

  • 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?

    On The CIO’s Top Challenges

    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?

    Continue Reading...

  • 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.

    Cloud in a Box

    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.

    Continue Reading...

  • 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.

    A Capabilities-based Architecture

    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.

    Continue Reading...

  • 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.

    Nogility

    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.

    Continue Reading...