This month’s edition of the RSA’s Fellowship Magazine contained a fascinating article on the importance of design, quoting Malinda Gates as describing “design” as the single greatest driver for social change.
I was chatting to a colleague who had received a Project Initiation Document/Statement of Work from a fairly well known SI House. He asked me to review it which I did. While it was well written and described plenty about how the solution would be designed and it’s many technical characteristics it failed to mention anything about the business benefits or business value of the solution.
The current subterranean fire in the Holborn area of London got me thinking again about business continuity and disaster recovery. This fire has resulted in power cuts in the surrounding area.
I was pointed to the work of Tony Robbins recently. Mr Robbins is, I am sure, a great thinker and management guru. However, he inspired me in a rather different way when I joined IndigoBlue 12 years ago. He had just released a book called “Awaken the Giant Within” and I started to muse on the titles of similar hubristic business books. And from that musing came the following, which we included with our Christmas Cards that year:
Earlier this week I attended TechUK's seminar on Government as a Platform (GaaP), where Richard Sergeant, Director of Performance & Delivery at the Government Digital Service (GDS), exchanged views and opinions with Mark Thompson, Senior Lecturer in Information Systems at Cambridge Judge Business School and Strategy Director of Methods Group.
Over the past ten days I have attended three network events, each was different in origin and type of attendee, all were interesting for a variety of reasons, and what I want to reflect on is the differing commentary that I observed about Agile and agile….
Time and time again I hear ‘it’s all about velocity!’ I think that brash statement is wrong for a number of reasons but I would like to look into just one for them for now, costs. So let’s look at an analogy that should help to demonstrate my point. In my widget factory I make widgets. My employees manufacture widgets by assembling component parts. If I just measure ‘velocity’ I will be counting how many saleable widgets are coming off the production line. That’s a great metric for sure but wouldn’t I be thought of as naive if I didn’t look at my operating costs and other expenses?
“Why is IT so expensive” is a common refrain when working with clients on large-scale technology change programmes. On the face of it the many millions that are spent can seem excessive, but are they really?
Four years ago today David Cameron made a speech at the Strategic Supplier Summit, in which he committed his government to “make the whole [government procurement] system a lot more welcoming to small and medium-sized firms”.