Many enterprises interested in agile adoption believe that their strategy should consist of sending a technical leader or manager to a training course and then having him or her take over a project (of course, there are also those who try to "save" money and buy a book on agile in replacement of training). But if you were to ask executives from companies that have succeeded in migrating to agile, the feedback would be not to cut corners, but to take the necessary training and get coaching.

Muchas empresas interesadas en adoptar agile creen que su estrategia debe consistir en enviar a un líder técnico o gerente a un curso de entrenamiento y ponerlo a cargo de un proyecto (claro que también hay empresas que intentan "ahorrar" dinero y compran un libro para reemplazar el entrenamiento). Pero si le preguntaran a ejecutivos de empresas exitosas en la migración a agile, su respuesta sería que no corten esquinas y tomen tanto el entrenamiento necesario así como la asesoría necesaria.

Recently, I've been involved in reviewing a number of "advanced" technological initiatives around the world -- let's call them "Initiative X" and "Initiative Y." Now, as familiar as I am with advanced modeling techniques, semantic/ontological thinking, and analytical philosophical concepts, such as "speech acts," I admit I've found both of these models difficult to follow and the intelle

Recently, I've been involved in reviewing a number of "advanced" technological initiatives around the world -- let's call them "Initiative X" and "Initiative Y." Now, as familiar as I am with advanced modeling techniques, semantic/ontological thinking, and analytical philosophical concepts, such as "speech acts," I admit I've found both of these models difficult to follow and the intelle

Recently, I've been involved in reviewing a number of "advanced" technological initiatives around the world -- let's call them "Initiative X" and "Initiative Y." Now, as familiar as I am with advanced modeling techniques, semantic/ontological thinking, and analytical philosophical concepts, such as "speech acts," I admit I've found both of these models difficult to follow and the intelle

With the holidays consuming a significant amount of our individual time and energy in the weeks ahead, it's important to recognize that effective risk governance actually takes some of the seasonal pressure off.

With the holidays consuming a significant amount of our individual time and energy in the weeks ahead, it's important to recognize that effective risk governance actually takes some of the seasonal pressure off.

Some conversations you remember better than others. This one I will never forget. It was back about a dozen years ago when I was working with a large consulting firm and was somewhat perplexed and angry with executive management over failure to make a decision. The facts were clear and compelling. The metrics made the case for change.

Cloud computing is another iteration of a trend that began 40-plus years ago. In the beginning of the computer age, only large, wealthy enterprises and governments had computers. Early mainframe computers were huge power hogs and, by modern standards, impossibly slow; but for large numbers of tasks, they were much faster and economical than the way organizations were doing business.

From a historical perspective, one could argue that there has been an evolution from inhouse provision of services, to outsourcing, then to offshoring, with crowdsourcing being the next stage. IT outsourcing expert Rob Aalders writes:

The debate on outsourcing raises serious questions. Should we outsource a core function? Why should someone else be able to manage part of our business better? Does outsourcing save money? What risks does outsourcing raise? What benefits does it bring?1

From a historical perspective, one could argue that there has been an evolution from inhouse provision of services, to outsourcing, then to offshoring, with crowdsourcing being the next stage. IT outsourcing expert Rob Aalders writes:

The debate on outsourcing raises serious questions. Should we outsource a core function? Why should someone else be able to manage part of our business better? Does outsourcing save money? What risks does outsourcing raise? What benefits does it bring?1

I have been talking with friends and colleagues about how data integration requirements and ensuring data integrity can pose problems for organizations implementing business performance management initiatives. I found this discussion so interesting that I decided to use the topic for this week's Advisor.

A hybrid of outsourcing and insourcing is the most common sourcing strategy for information and communications technology (ICT) in organizations today. It's very rare to see an organization that has outsourced 100% of its ICT needs to third parties; likewise, it's rare to see one that keeps everything inside.

A hybrid of outsourcing and insourcing is the most common sourcing strategy for information and communications technology (ICT) in organizations today. It's very rare to see an organization that has outsourced 100% of its ICT needs to third parties; likewise, it's rare to see one that keeps everything inside.

The pursuit of innovation remains one of the cardinal issues of business today. Innovation is viewed as the secret ingredient permitting companies to grow, to remain competitive, and to develop products and strategies capable of ensuring the firm's survival. Yet internal innovation is fraught with problems. Ideas abound, but the essential screening and testing processes are both costly and uncertain.

The pursuit of innovation remains one of the cardinal issues of business today. Innovation is viewed as the secret ingredient permitting companies to grow, to remain competitive, and to develop products and strategies capable of ensuring the firm's survival. Yet internal innovation is fraught with problems. Ideas abound, but the essential screening and testing processes are both costly and uncertain.

The pursuit of innovation remains one of the cardinal issues of business today. Innovation is viewed as the secret ingredient permitting companies to grow, to remain competitive, and to develop products and strategies capable of ensuring the firm's survival. Yet internal innovation is fraught with problems. Ideas abound, but the essential screening and testing processes are both costly and uncertain.

"Partnering" -- besides being a mandatory buzzword -- is a curious term. Nowadays, instead of taking over a company, we partner with them. We don't sell anything anymore; we partner. And now, rather than outsourcing, we create strategic partnerships.

"Partnering" -- besides being a mandatory buzzword -- is a curious term. Nowadays, instead of taking over a company, we partner with them. We don't sell anything anymore; we partner. And now, rather than outsourcing, we create strategic partnerships.

When they tell you to think outside the box, I was once warned, don't take the bait: they don't really mean it, and if you venture too far from the ranch, they'll permanently close the gate behind you. Innovation is a stepchild in most companies, even the ones that describe themselves as creative.

When they tell you to think outside the box, I was once warned, don't take the bait: they don't really mean it, and if you venture too far from the ranch, they'll permanently close the gate behind you. Innovation is a stepchild in most companies, even the ones that describe themselves as creative.

When transitioning to agile, some traditionally educated project managers face a rude awakening when they first run an actual agile endeavor. They looked forward to the increased transparency and the daily reports they'd receive from their team, but suddenly they're hit by reality in the form of real customer contact.

Is another ox going to get gored?

Just as the Internet (mainly Google) has proved a challenge for newspapers, the music and movie industry, and for parents of kids gaming and surfing online, the Internet may finally begin reshaping the last pieces of the book and publication distribution business.

Is another ox going to get gored?

Just as the Internet (mainly Google) has proved a challenge for newspapers, the music and movie industry, and for parents of kids gaming and surfing online, the Internet may finally begin reshaping the last pieces of the book and publication distribution business.

Imagine going to the office in the morning, switching the computer on, and finding updates on your desktop that summarize what coworkers and colleagues in your organization and in your wider professional network have been up to. When someone in your network makes a change or uploads or downloads a file that is relevant to you, you'll be notified.