As discussed in my previous blog post, the notion of the OODA loop is foundational for many of today’s common agile, LEAN and DevOps methods. But given we typically talk about it in a systems context, it’s important to examine the core motivations for enterprises becoming more responsive to changes in their environment.
No company, no matter its size or industry, is safe from disruption. It’s easier than ever for new entrants to enter a market and turn entire industries upside down. Unless organizations can nimbly innovate at the speed of their competition, they will be left behind, and large organizations with calcified processes and structures will be hit the hardest.
To understand the value of community and evangelism to your organization, it’s important to imagine one without it.
Last week’s NRF show made the digital imperative for retailers loud and clear – from analytics, AI, IoT, and chatbot demos to even the occasional robot, attendees were presented with the promises and perks of next-gen retail technology.
Seventy four percent of companies are going through some form of digital transformation. With percentages that high, there must be value buried somewhere in these initiatives, right? From my perspective, having worked as a strategic advisor and Global CIO for over 20 years, the value comes to those pursuing transformation.
After much hand wringing and collaborative sessions with teammates (most notably fellow Muleys Andrew Latham and Alison Jarris) and customers, a framework for how to think about agility has emerged that suggests a path about how to measure it (while not falling victim to Goodhart’s law).
There’s no doubt that today’s businesses are under increasing pressure to innovate faster. Looking to deliver innovative offerings at an accelerated pace to meet ever-evolving customer expectations, many are turning to modern development models underpinned by the cloud, microservices architectures, and containerization technologies.
In 1989, when Jan Carlzon, the now former CEO of Scandinavian Airlines (SAS), published his book Moments of Truth, he posited that a customer’s journey with any organization involves an untold number of seminal moments, each of which possesses the power to make or break that company’s future with that customer. Yet, somehow, long after his book was published, if you ask anyone who regularly travels by air about their experiences,
The fiscal year is ending and once again, your efforts to get modernization improvements funded haven’t planned out. You know that this lack of funding won’t stop any of your partners from decrying the competency or effort of IT.
When an organization uses APIs to build new products, new business channels, and new business models in ways that ultimately produce new revenue or other measurable value, that organization is often said to be “monetizing its APIs.”
