We like to think that knowledge is cumulative -- what mathematicians refer to as monotonically increasing. Unfortunately, that is not the case. For example, we no longer know how to build pyramids as the Egyptians did, make violins and cellos the way 18th-century Italians did, or, surprisingly, how to build the rockets that got the first man to the moon.

We like to think that knowledge is cumulative -- what mathematicians refer to as monotonically increasing. Unfortunately, that is not the case. For example, we no longer know how to build pyramids as the Egyptians did, make violins and cellos the way 18th-century Italians did, or, surprisingly, how to build the rockets that got the first man to the moon.

In the first Executive Update of this three-part series,1 we introduced the notion of operational business patterns as a key construct in enterprise business architecture. Here in Part II, we compare and contrast two such patterns with which we've had the opportunity to work.

Although virtual-world technology is in its developmental stage, its impact on societies and business operations is already evident. Last year, in Q4 alone, more than US $425 million had been invested in 15 virtual worlds; in Q1 2008, more than $184 million was invested in 23 companies. 1 In addition, many children are being raised with broad access to virtual worlds. Indeed, they may spend more time watching TV, playing, socializing, and learning in a virtual world than in real life.

Although virtual-world technology is in its developmental stage, its impact on societies and business operations is already evident. Last year, in Q4 alone, more than US $425 million had been invested in 15 virtual worlds; in Q1 2008, more than $184 million was invested in 23 companies. 1 In addition, many children are being raised with broad access to virtual worlds. Indeed, they may spend more time watching TV, playing, socializing, and learning in a virtual world than in real life.

We need to rethink dispute resolution. It has matured in concept and approach so that it becomes not just a useful tool in managing conflict by problem solving but a vehicle for creative collaboration. We might want to start by renaming it, because what we call it influences our perceptions of its uses.

We need to rethink dispute resolution. It has matured in concept and approach so that it becomes not just a useful tool in managing conflict by problem solving but a vehicle for creative collaboration. We might want to start by renaming it, because what we call it influences our perceptions of its uses.

Strategic orientation toward customers and innovation needs to be grounded, understood, and directed in response to the business strategic plan. Businesses that develop a comprehensive strategic plan will have the insight to know which strategic-orientation mode will best help them reach their goals.

A couple of months ago, we complimented the folks at Cutter about the recent Cutter IT Journal (CITJ) on Project Management 2.0. 1 We were impressed with the breadth and quality of the articles and their general themes. However, we also noted that the term "business value" was mentioned only once in CITJ -- and was not discussed in any of the articles.

Most applications, enterprises, or products will have unique architectures designed to meet their specific goals and requirements, though many of them will be very similar. For example, the architecture for a portal application at one company will probably resemble a portal application at another company of like size and business function.

There is a lot of interest at the present time in the role that Enterprise 2.0 Web applications can play in enhancing business performance. In a survey recently conducted by Trampoline Systems, a London-based provider of social networking software, 94% of UK and 82% of US businesses believe the new technologies will be beneficial to use at work. Other recent research shows similar results.

There is a lot of interest at the present time in the role that Enterprise 2.0 Web applications can play in enhancing business performance. In a survey recently conducted by Trampoline Systems, a London-based provider of social networking software, 94% of UK and 82% of US businesses believe the new technologies will be beneficial to use at work. Other recent research shows similar results.

Last week, I was briefed by the folks from Success Metrics, which has just introduced a new on-demand BI offering: Birst. I say "new," but the product actually has been in use for several years now by a number of customers in various one-off applications.

Recently, I had a conversation with a senior VP of software engineering who said that certain "macroeconomic trends" were going to influence the direction of his software development strategy. Reading between the lines: the CFO was going to cut budgets in the face of the current economic downturn.

Rich Internet Applications (RIAs) are quickly moving beyond commercial web sites into core enterprise applications. Chances are you have already heard about how these dynamic web interfaces can improve the user experience, boost productivity, and take full advantage of SOA.

Ambiguity: source of headaches, grinding teeth, and any number of other managerial complaints for which big pharma has yet to offer us a pill.

Ambiguity: source of excitement, the thrill of the chase; the product of change, and the lair of innovation.

Ambiguity: source of headaches, grinding teeth, and any number of other managerial complaints for which big pharma has yet to offer us a pill.

Ambiguity: source of excitement, the thrill of the chase; the product of change, and the lair of innovation.

For some time, my favorite topic has been agile enablement, and, surprisingly, I have found a lack of decent information about the more subtle aspects of transitioning an organization that follows more traditional software engineering practices to more of an agile approach.

One of the ugly truths behind the desire for powerful enterprise software is that the business people expert in the processes the software will oversee don't know how to program and the programmers who build the software know nothing of the business processes around which the software will be built. Into this void have come a number of project methodologies in which programmers and business experts collaborate to deliver a product that sometimes in the end takes too long to build, is rife with bugs, and which everyone dislikes.

One of the ugly truths behind the desire for powerful enterprise software is that the business people expert in the processes the software will oversee don't know how to program and the programmers who build the software know nothing of the business processes around which the software will be built. Into this void have come a number of project methodologies in which programmers and business experts collaborate to deliver a product that sometimes in the end takes too long to build, is rife with bugs, and which everyone dislikes.

With more sophisticated methods than traditional search, and without manipulating the applications to be searched, enterprise search lets users locate data in multiple repositories simultaneously. The result is better "findability" to cope with info glut and numerous other challenges. This Executive Update is the first of a three-part series on enterprise search.

Leveraging an M&A transaction requires both parties to put politics aside and make decisions in the best interests of the merged entity. A merger offers a rare opportunity to rationalize the IT portfolio, allowing the companies involved to seize the moment for their competitive advantage.