Cisco and Microsoft are betting big that they can create collaborative toolsets compelling enough that people (i.e., customers, developers, employees, investors, and regulators) would deem an enterprise crazy to not be Cisco/Microsoft-enabled. On the flip side, a barbarian hoard of entrepreneurs, ISVs, and venture capitalists are betting these vendor giants will not be completely successful. A fascinating David vs.

Cisco and Microsoft are betting big that they can create collaborative toolsets compelling enough that people (i.e., customers, developers, employees, investors, and regulators) would deem an enterprise crazy to not be Cisco/Microsoft-enabled. On the flip side, a barbarian hoard of entrepreneurs, ISVs, and venture capitalists are betting these vendor giants will not be completely successful. A fascinating David vs.

I was reminded of this quote by Gerry Adams, president of Sinn Fein, when I came across a couple of articles in the New York Times and the Wall Street Journal over the course of the past week.

I happened across a really interesting exhibit on industrial design at the San Francisco MOMA last week.

A recent survey conducted by Cutter Consortium helps shine some light on corporate spending trends for text mining and analysis as well as organizations' overall attitudes toward the importance of having the capability to analyze unstructured data.

Agile data warehousing delivers powerful BI applications in the shortest time frame possible, yet coordinating multiple fast-moving BI te

For many large organizations in both the private and public sectors, delivering usable BI applications is growing simultaneously more important and more difficult.

For many large organizations in both the private and public sectors, delivering usable BI applications is growing simultaneously more important and more difficult.

Recently I've been learning and following the principles surrounding the Lean Startup community, as popularized by Eric Ries. 1 While attending the inaugural San Francisco

This Executive Report describes the business architecture (BA) as an element linked to other enterprise elements to collectively form a structure focused on the customer. Several figures illustrate the formal integration with the IT architectures, business processes, and strategy.

This Executive Report describes the business architecture (BA) as an element linked to other enterprise elements to collectively form a structure focused on the customer. Several figures illustrate the formal integration with the IT architectures, business processes, and strategy.

Many companies are considering or have undertaken a strategic business architecture (BA) initiative. During the past several years, interest in this newly realized architecture of the business has sparked interest and gained momentum.

Maybe I am getting old. Lately I have been reflecting on the debates regarding methodologies that this industry seems to have all the time, no matter the decade. Every generation of IT people seems to spontaneously generate a new, great methodology that will transform and replace all that came before. Oh yes!

I recently finished grading about 60 graduate student papers on IT strategy.

In June/July 2011, Cutter Consortium conducted a survey asking 61 end-user organizations about the adoption and use of text mining and analysis.

One of the saddest patterns I've seen several times in my career is that of an agile island. The story usually goes along this route: a highly motivated middle manager finds herself in some difficult situation and decides that agile is the right way out of her turmoil.

For some time now, I've been looking for a word or a phrase or some way to distinguish among classes of architects.

The person who cuts my hair has a formal license on the mirror. The guy who fixes the pipes in my old house has a license, as does my doctor, my lawyer, and the guy who flies me around the country. Heck, even the kid next door has a driver's license. But the person who developed the architecture, wrote the code, and manages my IT operation is not only unlicensed, he or she has no formal proof whatsoever of competence beyond a college degree and some experience.

It's been a challenging year, both politically and economically. It's also been interesting to watch the reactions. As the job market has tanked, many have given up on the job hunt, turning their searches instead to themselves to explore new careers and new possibilities.1 As government belt-tightening has taken place, private firms are stepping in to fill the void that hitherto would have been handled by the government sector.

Web conferencing today is essentially what it was back in the mid-1990s.

For many companies, customer relationship management (CRM) can be summed up with a line that sounds like the ending of a bad science fiction movie: "If only that power could be harnessed for good."

For many companies, customer relationship management (CRM) can be summed up with a line that sounds like the ending of a bad science fiction movie: "If only that power could be harnessed for good."

For many companies, customer relationship management (CRM) can be summed up with a line that sounds like the ending of a bad science fiction movie: "If only that power could be harnessed for good."

For many companies, customer relationship management (CRM) can be summed up with a line that sounds like the ending of a bad science fiction movie: "If only that power could be harnessed for good."