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December 18, 2022 - June 24, 2023
In a world where time to market, business agility, and innovation are on every executive’s mind, IT must enable the business to go faster, be more agile, and innovate—all while meeting their traditional role of cost control and risk management.
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“You may love your data center, but it doesn’t love you!”
something does not directly differentiate you from your competition and drive business value creation, see if there is an AWS building block that can take care of it for you. There probably is. Then use that building block instead of wasting your time and effort recreating something that is a utility.
The term cloud computing refers to the on-demand delivery of IT resources via the internet with pay-as-you-go pricing.
“Hope is not a strategy.”
Most executives we speak with acknowledge that their IT strategy and business strategy are not aligned. In reality, they should be the same! There can only be business strategy—all other considerations should be details of how you execute against that business strategy. Leaders can resolve this dilemma by providing clear and concise direction. The ability to provide clarity of purpose separates great leaders from the merely good ones.
Some of the executives of the 2,000+ enterprise customers our team members have met with over the past two years have focused change on small, incremental improvements. While this is not wrong, strictly speaking, incrementalism does not create disruptive opportunities for your business. Creative destruction does not derive from investing in safe bets or in incremental change. Transformations are fueled by passion, by a strong belief in a better future. And this is where the bold leadership goal comes in.
“The biggest thing we fight every day is reversion.”
fight disruptors to your industry is how you outmaneuver them. It’s not actually the startups that are disrupting your organization, it’s your customers’ expectations!
you can’t measure it, you can’t improve it.” – PETER DRUCKER
Using a ratio for density of past working relationships they called “Q,” the researchers found that musicals with a low ratio of existing working relationships among the collaborators (low Q) were not likely to be a commercial or critical success.
“If you want to master something, teach it).
