Wednesday, April 1, 2015
few executives say their IT leaders are closely involved in helping shape the strategic agenda, and confidence in IT’s ability to support growth and other business goals is waning.
Nearly half of technology respondents see cost cutting as a top priority—in stark contrast to the business side, where respondents say that supporting managerial decision making is one of IT’s top priorities”.
Despite downbeat assessments of IT effectiveness, the results suggest one clear element of high-performing IT organizations: active CIO involvement in the business.
Thursday, February 26, 2015
Tuesday, February 17, 2015
Communicate. This is probably the single most important aspect of an architect's job. Fundamentally, architects are in the role of communicator. After they establish and formalize a solution, they need to communicate that solution as well as its importance and value to stakeholders throughout the organization.
Wednesday, February 11, 2015
Let’s simply cross off all references to EA from the org chart and corresponding business cards. Instead, let’s call the EA team the Center of Digital Excellence. Catchy, eh? It even comes with a handy if somewhat ironic acronym: CODE.
EA, as a function, is still relatively young. Many groups were initially created because their enterprises were reaching new levels of size and complexity. They were established to fight cost and inefficiency, and still remain true to the objective of protecting the architecture.
But EA now faces new and growing pressures. The rise of non-traditional competitors, as well as changes in stakeholders' expectations for technology, have caused many groups to rethink how they drive value within the organization.
Friday, February 6, 2015
Friday, January 16, 2015
I had the opportunity to participate in a Harvard Business Review sponsored Data-Driven Marketing: How to Engage Your Customers conversation yesterday featuring Thomas C. Redman, President of Navesink Consulting Group and author of the HBR article, "Data's Credibility Problem."
I left the session with the self proclaimed “the Data Doc,” with the following insights (supplemented with my own experience in the area):
How effective have you been in using data to drive marketing and competitive advantage? What are some of the lessons you learnt on the way? Would love to hear those stories. Join the conversation!
- Smart companies use data to drive competitive advantage. Mediocre ones just use it to drive operational efficiencies. Data may be the ultimate "proprietary technology" for companies who know how to use it right.
- Data is a Marketing Weapon. It can drive competitive advantage by being used for "Informationalization" (building data into the product e.g. nutritional labeling on food products) and "Infomediation" (Can someone get between you and your customer e.g. Uber and the taxicab companies). Choose not to "Informationalize" or "Infomediate" at your own peril.
- How to train your intuition/gut ? Intuition or gut feel is "soft data". Combine it with hard data. "Use your intuition to test the data
and the data to train your intuition."
- Experiment. Experiment. Experiment. You are only as good as your last experiment. Experiments help fill up holes in data.
- Cast a wide net. Look at lots of data sources to create a picture. More pixels-->Better Screen Resolution; More Data sources --> Better Inferences and Decisions.
- Data Quality is "YOUR" responsibility, not just IT's.
- Big Data vs. Smart Data: Use data and analytics smartly to identify "sameness" and "differences". You gain competitive advantage by the way you are different not the way you are same.
- Make sure your top level metrics are reflective of data being used. It will be ironic if you measure acceleration but report speed only.
- Data: Love it or hate It but never ignore it! Avoid like-minded groupthink or get caught in analysis paralysis.Also remember that even as you play with data about the customer, the customer also has access to data about you and your competitors.
and the data to train your intuition."