There’s hardly an organization that doesn’t strive to be innovative. But even well-managed companies struggle with it. Cutter Senior Consultant Borys Stokalski and Bogumil Kaminski report there are typically two points of failure for establishing a working innovation engine: Point of Failure 1: Lack of Clear Innovation Governance According to Stokalski and Kaminski, while companies think hiring creative people will automatically result in innovation, that is seldom the case. Instead (in addition?), you need to ask questions about the type of innovation that is required by your business strategy, that is, you need to engage in innovation governance. Innovation governance is critical to organizing for efficient innovation. How do you do it? Consider questions like, Read more
Posts Tagged 'Governance'
Predictions are always difficult in interesting times, because tomorrow’s concepts depend upon activity which has not yet occurred. We expected flying cars; we are getting autonomous cars. In the 1950s, the computer revolution, robotics, GPS, and today’s traffic patterns would have been difficult to envision. Today, we are seeing rapid evolution across Information and Communications Technology, affecting every component and every meme. But we can see the direction that some areas of recent concentration are likely to take. Concepts of Agility will continue to evolve, moving beyond specific processes such as Scrum toward more comprehensive programs capable of incorporating a wider variety of projects, under more conditions and supporting greater integration with governance. This can Read more
In my recent Cutter Advisor “Reassessing Your Software Process,” I tried to shed light on the relative velocity of an in-house process v. that of related processes in the market. I stressed that I actually perceive the two as “twins” that can’t really be separated as they mutually affect each other. Furthermore, I expressed my conviction that the boundary between the firm and the market shifts nowadays not “only” as a function of cost of transactions, but as a function of the disparity in velocity of the software process inside the firm versus the velocity of related processes in the market. In response to my advisor, Peggy Drew, an Agile Program Manager with Omgeo, wrote Read more
“Time is money” is a worn out cliché. However, it bears repeating in the context of technical debt because of the interplay between borrowing time, paying it back and creating value. This interplay forms the basis for the simple yet effective software governance framework. Ward Cunningham originally coined the term Technical Debt to express the concept of a development team borrowing time through taking some technical short cuts. Ward explains this very clearly in this video. The idea is “simple”: release a (software) product sooner to market with the explicit understanding that the technical debt will be “paid back” through refactoring at the earliest possible time after release. By so doing, the development team gets Read more
The current period of financial distress has again placed CIOs under the spotlight, and they are being asked the same question that their predecessors from the early 1990s were asked: “What value is our company getting for its IT investments?” In a bit more déjà vu, the alignment of IT with the needs of the business remains the number one priority of CIOs, CEOs, and BoDs (according to “IT Transformation: Creating a Strategy for Success” published in Economist, August 2008). Why is it, CEOs and BoDs are asking their CIOs, that after 20 years you still can’t solve this problem? To top off this historical symmetry, this is a period — like the early 1990s — Read more