Strategic advice to leverage new technologies
Technology is at the heart of nearly every enterprise, enabling new business models and strategies, and serving as the catalyst to industry convergence. Leveraging the right technology can improve business outcomes, providing intelligence and insights that help you make more informed and accurate decisions. From finding patterns in data through data science, to curating relevant insights with data analytics, to the predictive abilities and innumerable applications of AI, to solving challenging business problems with ML, NLP, and knowledge graphs, technology has brought decision-making to a more intelligent level. Keep pace with the technology trends, opportunities, applications, and real-world use cases that will move your organization closer to its transformation and business goals.
Insight
Circa 1990 (memo from the quality head): The lead assessor will be visiting our organization to check the maturity level this week. Please ensure documents are checked into the repository and folders named as per the standards. We need to get CMM Level 5 this year.
Circa 2010 (memo from Agile group lead): Please ensure every one completes the Agile maturity assessment as we need to understand the maturity levels of our teams.
"The Agile and Lean movements clearly have a lot of life left in them. My expectation is that we’ll spend the next decade or more adopting disciplined Agile strategies to enable us to solve more complex problems and make possible a truly Agile enterprise."
-- Scott W. Ambler, Guest Editor
Humans have always exploited data to achieve social, cultural, and technological advances. In this digitized world, there is an obvious need to harness and manage this data more efficiently and effectively. In this Executive Update, we discuss cloud computing, Big Data, the Internet of Things (specifically, mobile applications), and analytics, as well as recent revolutionary developments occurring as a result of the amalgamation of these four technologies.
In a recent Advisor I took the stance that nearly all software development is part of what we call an infinite game and therefore should be managed like a product rather than a project, which is a management approach for finite games (see "On Projects, Products, and Gaming Theory").