IT is notoriously hard to manage and it has been so for decades. As a result, the execution of new strategies is often exceedingly difficult. These 4 articles (2 serious, 2 a bit tongue-in-cheek) are meant to enlighten non-IT-savvy board members.
What is the information revolution doing to us humans? A very condensed journey from essences of digital technology and human intelligence to the role of talk, trust and the impact of IT on society.
It is generally accepted that IT Strategy must follow Business Strategy. It seems a no-brainer. But is it? There are reasons to look at it differently, reasons that become more pressing as organisations become more digital.
Follow-up to the earlier explanatory and critical post on Quantum Computing which addresses Google's 'quantum supremacy' achievement.
Last April, the book The Myth of Artificial Intelligence was published by Harvard University Press. The author is Erik J. Larson, a computer scientist and tech entrepreneur who is active in the field, especially in natural language processing. After reading…
There is a massive movement of organisations moving to agile-at-scale (e.g. SAFe). Ironically, it can turn into an organisation becoming one big 'project', the opposite of what agile wants to achieve.
With increasing IT volumes in the world, landscape change is getting harder and harder, and we need to adapt to that fact. Upper management is very slow to adapt and the Enterprise/IT Architect/Strategist's position becomes more frustrating as a result.
Dit verhaal gaat over een nieuwe hype over 'Het Nieuwe Werken'. Maar we gaan eerst even ver terug in de tijd. En schijnbaar naar een volstrekt ongerelateerd onderwerp. Logisch klinkende simplistische onzin Ergens in 1999 waren 'wij' zwanger van onze…
Good consultants do exist. But so do parasitic ones. This story is about why they happen and how to spot them.
The idea of 2-speed IT has been doing the rounds for a while. It is now dying. But in a different way, it is actually a really important aspect of IT.