Currently on my mind

The past year I’ve met numerous organisations suffering from outdated outsourcing strategies. Either very business critical areas or the entire IT has been outsourced. The typical symptom one meet from this are lacking support of new business strategies, a general lack of control of IT decisions, frustration due to differentiation of incentives and drivers between buyer and supplier. Also the vendor lock-in situation is common, leading to lack of gain of a healthy multi-vendor competition in terms of cost, skills and innovation management. In other words your business is getting hurt.  As a consultant in different roles such as strategic advisor, manager (Manager/Team Manager/Project Manager) or Enterprise Architect, I meet many organisations and people in many different situations; different cultures, different levels of maturity and different industries. However one thing they all have in common, they are all working with business where IT is business critical. ...

Article in Computer Sweden -  "Ännu ett fiasko för Accenture" (free translation goes "Another flop by Accenture") http://computersweden.idg.se/2.2683/1.546751/annu-ett-fiasko-for-accenture?queryText=accenture How tragic. Of course anyone can fail, but haven’t we learned to avoid those huge big-bang-programs trying to change too big bite of an organisation or business segments at once? I see the typical mistakes over and over again -          It’s never a monolith with all the same sets of preconditions and requirements. Hence forcing too big of bite into the same model will make big violence on your business. However in most of the times the projects will never even be completed since stakeholders will not be able to agree or likely not even understand each other, due to their different contexts and needs. This will lead to frustration and all but an inspiring working climate. Instead we have to be more percipient to differ...