martes, 31 de marzo de 2015

TOGAF and EA Pros and Cons

http://aelena.com/blog/category/architecture/togaf/

http://ase.co.uk/wp-content/uploads/2014/09/Agile-and-EA.pdf

http://ase.co.uk/wp-content/uploads/2014/09/Agile-and-EA.pdf

http://infinite-shades.com/2011/05/31/why-is-enterprise-architecture-failing/

http://togaf-reality-check.blogspot.com.es/2013/06/the-togaf-limitations.html

http://www.in2grateit.com/2013%20Ottawa/TOGAF%209%20usiing%20Enterprise%20Architect.pdf

http://www.slideshare.net/TamimRahman/avoid-this-togaf-implementation-pitfall

http://www.ebizq.net/blogs/bda/2009/09/enterprise_architecture_pitfal.php

http://rikfarenhorst.com/2010/12/26/to-togaf-or-not-to-togaf/

APQC Links

http://www.apqc.org/knowledge-base

Will The Real Business Architect Please Stand Up

https://www.youtube.com/watch?v=J-xoCzoqwq8

DevOps Enterprise Summit 2014

https://www.youtube.com/channel/UCp73Sm1VraxgJZwiNrk8Efg

DevOps Virtual Summit. CA

http://vshow.on24.com/vshow/UBMCA#home

ITSM or ITIL? That Isn’t the Question

http://www.bmc.com/blogs/itsm-or-itil-that-isnt-the-question/#.VRhdFZmqWAw.twitter

IT Leadership: Signs You're a Micromanager (And How to Stop)

http://www.cio.com/article/2889159/leadership-management/it-leadership-signs-youre-a-micromanager-and-how-to-stop.html

The Transformational CIO

http://www.cxo.fm/e/transformational_cio/

Innovative Performance Management

http://cxoweekly.com/innovative-performance-management/?utm_source=ReviveOldPost&utm_medium=social&utm_campaign=ReviveOldPost

EA the Right Way

http://www.conexiam.com/ea-consulting/ea-the-right-way/

EXIN Documents

http://www.exin-library.com/eknowledge?filter_category_id=2598&filter_type=1&filter_date=2009

Dynamic SOA and BPM: From Simplified Integration to Dynamic Processes

http://www.ibmpressbooks.com/articles/article.asp?p=1377272&seqNum=3

Managing enterprise stakeholders collaboration a qualitative and quantitative rational approach

http://www.slideshare.net/adidierk/managing-enterprise-stakeholders-collaboration-a-qualitative-and-quantitative-rational-approach?from_m_app=ios

lunes, 30 de marzo de 2015

The Top 10 Skills for a New Business Analyst to Shore Up On

http://www.modernanalyst.com/Resources/Articles/tabid/115/ID/2723/The-Top-10-Skills-for-a-New-Business-Analyst-to-Shore-Up-On.aspx

Top-down Business Change: being effective, not just efficient

http://www.kipstor.com/blog/top-down-business-change?utm_campaign=Guest%20Blog%20-%20Jonathan%20Whelan&utm_content=13346114&utm_medium=social&utm_source=twitterWhelan_pyramid

top-down-business-change

SAFe: Get on the (agile) train

https://www.ibm.com/developerworks/community/blogs/jlmarechaux/entry/safe_get_on_the_agile_train?lang=en

Scaled Agile Framework

http://www.scaledagileframework.com/

eabok– Living, evolving reference of ready to use lnowledge

http://www2.mitre.org/public/eabok/

DevOps - The Future of Application Lifecycle Automation / Part 6

https://www.capgemini.com/blog/capping-it-off/2015/03/devops-the-future-of-application-lifecycle-automation-part-6

Introduction to the PMI® PBA Certification | Knowledgehut Webinars

https://www.youtube.com/watch?v=SjYlKB5hzpA&list=PLsikuZM13-0xcfieNKyry26db3fjxf72P&index=4

Webinar: A Practitioner’s Guide to Using the TOGAF® Framework and the ArchiMate® Language

https://www.youtube.com/watch?v=_Kz52_3MM0E&feature=youtu.be

SMAC in Fujitsu

http://i-cio.com/strategy/social

CIO leadership fundamentals part 3: Building core capabilities

http://www.itworldcanada.com/blog/cio-leadership-fundamentals-part-3-building-core-capabilities/273416

martes, 24 de marzo de 2015

KanbanBox

http://www.kanbanbox.com/en/features

http://www.scrummanager.net/bok/index.php?title=Ejemplo_de_tablero_kanban:_%22Kanban_Box%22_para_una_oficina_multiproyecto

10 Kanban Board Examples for IT Operations & Development

http://leankit.com/kanban/kanban-board-examples-for-development-and-operations/?utm_campaign=March%202015%20Newsletter%3a%20Test%20B&utm_medium=email&utm_source=Eloqua&elq=92fb6660cf5547b983194a3f58cfcd97&elqCampaignId=168&elqaid=591&elqat=1&elqTrackId=a4a66acfb872412694d21297002623af

Lean IT Document

http://osiatis.es/newsletter/2014/12/LeanIt/Whitepaper_LEAN_IT_un_valioso_aliado_de_ITSM_BR_SP.pdf

¿Qué es TOGAF?

http://www.colombiadigital.net/actualidad/articulos-informativos/item/8163-que-es-togaf.html

ITIL y el Desarrollo de Software

http://www.pmoinformatica.com/2012/07/itil-y-el-desarrollo-de-software.html?utm_content=buffer43bd0&utm_medium=social&utm_source=linkedin.com&utm_campaign=buffer

Estableciendo una estructura de gobierno y gestión para el comercio electrónico usando COBIT 5

http://www.isaca.org/COBIT/focus/Pages/establishing-a-governance-and-management-structure-for-e-commerce-using-cobit-5-spanish.aspx

Losing a Limpet – What happens when we don’t have Enterprise Architecture?

http://enterprisechess.com/2015/03/08/losing-a-limpet-what-happens-when-we-dont-have-enterprise-architecture/

The digital enterprise transformation should be lead by the Enterprise Architect

http://it.toolbox.com/blogs/ea-matters/the-digital-enterprise-transformation-should-be-lead-by-the-enterprise-architect-64745

Business architecture FAQ

http://it.toolbox.com/blogs/ea-matters/business-architecture-faq-58085

BUSINESS ARCHITECTURERESOURCES

http://www.stagrp.com/business-architecture/resources/

Every CIO Should Cross the App Delivery Chasm in 2015

https://appdevelopermagazine.com/2551/2015/3/19/Every-CIO-Should-Cross-the-App-Delivery-Chasm-in-2015/#.VQwhmXIJ5kQ.linkedin

Business Analysts and Business Architecture

http://community.biz-architect.com/about-ba/business-analysts-and-business-architecture/

http://community.biz-architect.com/about-ba/needs-business-architecture/

Enterprise Architecture and Systems Thinking – by Ian Glossop

https://ingenia.wordpress.com/2015/03/20/enterprise-architecture-and-systems-thinking-ian-glossop/

EA, TOGAF and SA

http://soa.sys-con.com/node/1099170

TOGAF & Cloud Computing

http://www.eadynamicsuk.com/?name=pages&page=TOGAF__Cloud_Computing

jueves, 19 de marzo de 2015

ftp

Downloading

location: ftp.broadinstitute.org

username: gsapubftp-anonymous

password: <blank>

Uploading

location: ftp.broadinstitute.org

username: gsapubftp

password: 5WvQWSfi

Digital Transformation: What it is and how to get there

Digital Transformation: What it is and how to get there

http://www.slideshare.net/econsultancy/digital-transformation-ashley-friedlein-ceo-econsultancy

What is the value of Business Architecture?

https://www.youtube.com/watch?v=pFHxaYtppMI&feature=youtu.be

Tetradian Books

http://tetradianbooks.com/

An Agile Approach to Training Produces Results

http://www.ktclearthinking.com/blog/an-agile-approach-to-training-produces-results/

Archi Resources

http://www.archimatetool.com/resources

http://blog.archimatetool.com/

http://pubs.opengroup.org/architecture/archimate2-doc/

A tale of three toolsets

http://weblog.tetradian.com/2015/03/18/a-tale-of-three-toolsets/

Architects, It’s Your Time

http://resources.troux.com/blog/bid/114214/Architects-It-s-Your-Time

The Open Group Publications

http://www.opengroup.org/open-group-publications

martes, 17 de marzo de 2015

Digital Business Requires CIOs, CEOs and Strategy Officers to Improve Technology-Related Competitor Intelligence

Overview

Impacts
  • Focusing on digital business growth strategies at the same time has led CEOs to compete with each other.
  • Because technology was regarded as a commodity, CIOs' tech-related competitor radar is weak.
  • Digital competition is disruptive, and CEO blind spots cause substantial risk to business results.
Recommendations
  • The CIO should work with the Chief Strategy Officer (CSO) or CEO to answer two key questions: Do we intend to lead our sector in digital business? If not, then who are we following?
  • The CIO must collaborate with the competitor intelligence department to increase the digital business and information technology story flow and analysis taking place in the firm.
  • CIOs and CSOs or CEOs should broaden competitor landscape models to take account of the unusual angles of attack that digital business can enable.

Analysis

Before the great recession, CEOs were mostly strategically disinterested in information technology. It had become an increasingly undifferentiating commodity function for the majority of firms. Since the recovery, when creating revised long-term business strategies for the "new normal," many CEOs have seized on digital business as a vector for innovation and growth. It's as if the recession pressed a massive strategy reset button. As a consequence, all players rebuilt their strategies around the same time, and all have awakened to the power of digital business at the same time. Contention is therefore inevitable.

CIOs should help their companies by substantially increasing the tech-related competitor intelligence capability of the firm. Ensure the leadership team is constantly aware of where and how competitors are using information and technology in new ways to propel their digital business strategies.

Figure 1. Impacts and Top Recommendations for CEOs, CIOs and Chief Strategy Officers

Figure 1.Impacts and Top Recommendations for CEOs, CIOs and Chief Strategy Officers

Source: Gartner (December 2014)

Impacts and Recommendations

Focusing on digital business growth strategies at the same time has led CEOs to compete with each other

"IT Doesn't Matter" was Harvard Business Review's favorite article of the year in 2003. Its suggestion that IT was a commodity, not a source of competitive advantage, was central to board-level thinking for a decade. However, in the recession's aftermath, business leaders have re-evaluated the idea that information technology is unimportant. In fact, it turned out to be highly disruptive. In the first 14 years of the century, massive new technology-fueled behemoths — such as Amazon, Google and Facebook — arose at incredible speed. These companies now reshape industries such as book publishing, retailing and car design by their disruptive innovation actions. Though what they do is different, they exploit the same information technology power under the hood: Moore's law.

Faced with this reality, leaders in many industries are now scrambling to harness the same power for themselves and apply digital innovation to their businesses. Our 2014 CEO survey found growth was the top business priority, and technology was fourth (after costs and profits). Technology is the growth tool of choice, and when respondents mentioned it, half used words associated with the modern digital era such as mobile, cloud, social or big data. As the majority of CEOs all start to move in the same direction around the same time, it is inevitable that they will contend with one another for the same customers and resources, using various digital business ideas.

In our 2012 CEO survey, a quarter of the respondents could not name a company they admired for its use of IT for competitive advantage. By our 2014 survey, the proportion had risen to a third. Given the vast rise in coverage of technology and innovation in the business press and the large number of CEOs who now mention it in their speeches, we cannot see this change as an indicator of disinterest. Rather, we read it as a measure of increasing confusion. CEOs are unclear about what's working and who's winning in mature industries like their own. That should not surprise us because many companies in many sectors all decided to head down this path around the same time in 2012 and 2013.

Our 2014 CEO survey found that CEOs expect CIOs to be leaders in digital business change. The risk is that failure to develop sophisticated competitive intelligence will be deemed a lack of CIO foresight and proof that CIOs don't get it. Business and IT leaders must do more to examine competitor actions with technology and learn from both the successes and the mistakes — major and minor.

Recommendations for CEOs and CIOs:

Discuss how digital business is changing your industry — not just your company — at least four times a year. Decide whether your company intends to be a pioneer, a fast follower, or a late follower. If, like most, you intend to be a fast follower, list the names of the innovators you will be tracking. If you don't have a list, then fresh competitor research is urgently needed. Keep revising the list. If you intend to be a fast follower, decide what an acceptable time lag might be. Discuss how to accelerate decision processes, reallocate resources and rapidly acquire new capabilities when needed.

Because technology was regarded as a commodity, CIO's tech-related competitor radar is weak

In the era of the 1990s and the early 2000s, it was common for IT staffs to regularly track, examine and report sources of information about competitor actions in IT, looking for signals of competitive advantage. During the period 2003 to 2012, IT as a corporate function was tasked with standardizing, consolidating and cost minimizing and became much more of an introspective internal order taker and service provider. IT was not asked to look outward, and it was not expected to be very competitor aware, except perhaps in peer benchmark comparisons of its cost base.

In recent years, seemingly innocuous digital innovations, sometimes coming from very unusual sources, have quite rapidly turned into major threats. Some examples include:

  • The emergence of the e-book reader in 2007/8 had unpredicted effects on publishers.
  • The emergence of the electronic cigarette, circa 2011, has had major effects on big tobacco.
  • The rise of Facebook challenged assumptions about search engine ad dominance, circa 2010.
  • Google's "self-driving car" experiments, circa 2011, redirected the future of the auto industry.
  • Uber's app for metering car rides deeply disrupted the taxi trade in 2013.
  • Someday soon, someone will turn drone delivery experiments into a reality.

Usually these innovations do not come out of the blue; there is a long preamble, and there are telltale moves being made in advance. Startups are bought, tech supplier contracts are signed, talent is hired, ad slots are booked, patents are filed, websites are quietly opened, office space is rented in tech districts. Ugly small-scale Version 1.0 products are tested without fanfare or released with obtuse and badly worded minimal press releases. The list of signals goes on and on, but you have to be on the lookout for them. You need a hi-gain corporate antenna, watching for the small moves that might add up to something big later. If your collective corporate consciousness is aware enough, someone on your staff will notice the pattern. The competitor awareness habit must be restored.

Recommendations for CIOs and CSOs:

Collaborate on a new competition landscape model. About 30% of large enterprises have a formally designated head of strategy. Many others have someone working less officially in that role, without a title. Sometimes strategy really is done by the CEO alone. The CIO should identify and reach out to that person. First, discuss the traditional competitor landscape, so you know and agree where its natural boundaries lie. Then frame a new view of competition to include startups, entrants from adjacent industries and attack from the tech sector itself. Some key questions to ask and answer are:

  • If we were to create a tech-fueled, "greenfield" startup attack in our industry, what would it look like?
  • How could technology undermine a barrier we have relied on to separate us from other industries, for example, by regulation, customer access or value chain position?
  • If Google decided to revolutionize our industry with its information and technology, what would it do?
  • Using the Peteraf and Bergen framework, what other kinds of entities might use digital business to address our industry's customer base in an unusual way?

If there is corporate myopia, the CIO must be an agitator, ensuring that the analysis of competition extends beyond traditional competitors and industries.

Digital competition is disruptive, and CEO blind spots cause substantial risk to business results

Watching traditional competitors used to be adequate. A decade ago, most likely they were the only ones who could use technology as a competitive weapon and make a significant challenge stick. Happily, in staid semioligopolistic industries, they thought like you and acted like you, anyway. Also, they were all buying the same big packaged business application IT ideas from the same providers. Big surprises were very unlikely. But conditions have changed.

The technologies of the Internet era, especially the cloud, have made it far easier for small startups to perform and deliver like big companies, from the get go. They can reach global markets via the Web, mobile and e-commerce service providers, including Amazon and eBay. They can operate efficiently and effectively by applying the latest management tools, accessed at low rates, using software as a service. They can scale fast — up and down. They can, therefore, mount a market experiment, fail, learn, retrench, replan and try again, faster than you can change — anything. They can access capital easily via crowdfunding, and they can do their marketing for very low cost via social media. They can source skills via talent portals, and they can source Chinese contract manufacturing via Alibaba.com. These capabilities have allowed hundreds of startup e-cigarette brands around the world to grow under the feet of the tobacco industry, astonishingly quickly.

The big technology vendors of a decade ago, the likes of IBM, Microsoft, Oracle, HP and Cisco, were mostly no threat to you, then or now. Their tacit contract with their customers has always been a nonaggression pact. They would sell you technology and help you deploy it to make your business better. They would work hard to sell you on their ideas. That was the beginning and the end of it. However the tech firms of today have other ideas. They see no problem invading other industries if they feel those industries are not acting on the promise of information and technology. Apple went into music. Amazon went into books. Google went into cars. Others among the "born digital" era tech companies will no doubt follow this path, now that the pattern is established and their investors can see that sometimes it works.

Technology is also capable of dissolving the traditional boundary lines between industry sectors. Because of this, old established players in one industry can choose to attack another. For example, what is the real distinction between TV, radio and "print" media in the smartphone and tablet era? What is the distinction between magazine designer, retailer, CPG manufacturer and marketplace provider when all those factors can be brought together in an online 3D print-on-demand service?

For these reasons, technology-related competitor intelligence radar needs to be far wider ranging than it was in its previous heyday. The challenges of Internet-extended competitor landscapes were first observed around the time of the original "dot" boom, and one particular analytical framework from that era can be very helpful for expanding your horizons.

In 2003, Peteraf and Bergen published a simple framework for scanning dynamic competitive landscapes — the situation when threats come from new entrants outside the traditional industry. They proposed a two-dimensional model that looks for actors that have similar resources on one axis and similar underlying customer markets on the other. So, for example, Google has large-scale computing resources similar to a global bank. LinkedIn has business professionals as a customer base, similar to an international business school. This model helps identify emerging potential competitors and indirect competitors, who might reshape your industry from the outside.

Recommended Actions

CIO and head of competitor intelligence:

Assume technology-related intelligence is inadequate. That default position is likely. It's nobody's fault. Business conditions and market trends have changed, so you must adjust. Discuss the sources you use today and how, or indeed whether, stories about competitor actions with IT are being tracked and reported. The CIO should offer to feed in more information and possibly help curate a section within regular competitor reports that circulate both in the C-suite and to the wider management teams. The CIO can apply many technology-related intelligence resources, including:

  • New-hire interviews
  • Vendor contacts
  • Tech industry news sources and trade papers
  • Technology conferences and exhibitions
  • Technology-related social networks such as LinkedIn and Glassdoor
  • Professional IT research and advisory services

The Business Capability Map: The "Rosetta Stone" of Business/IT Alignment

http://www.cutter.com/content-and-analysis/resource-centers/enterprise-architecture/sample-our-research/ear1102.html

Scaling Agile Software Development for Digital Transformation

http://www.forbes.com/sites/jasonbloomberg/2014/09/08/scaling-agile-software-development-for-digital-transformation/

lunes, 16 de marzo de 2015

Digital Business Requires CIOs, CEOs and Strategy Officers to Improve Technology-Related Competitor Intelligence

Overview

Impacts
  • Focusing on digital business growth strategies at the same time has led CEOs to compete with each other.
  • Because technology was regarded as a commodity, CIOs' tech-related competitor radar is weak.
  • Digital competition is disruptive, and CEO blind spots cause substantial risk to business results.
Recommendations
  • The CIO should work with the Chief Strategy Officer (CSO) or CEO to answer two key questions: Do we intend to lead our sector in digital business? If not, then who are we following?
  • The CIO must collaborate with the competitor intelligence department to increase the digital business and information technology story flow and analysis taking place in the firm.
  • CIOs and CSOs or CEOs should broaden competitor landscape models to take account of the unusual angles of attack that digital business can enable.

Analysis

Before the great recession, CEOs were mostly strategically disinterested in information technology. It had become an increasingly undifferentiating commodity function for the majority of firms. Since the recovery, when creating revised long-term business strategies for the "new normal," many CEOs have seized on digital business as a vector for innovation and growth. It's as if the recession pressed a massive strategy reset button. As a consequence, all players rebuilt their strategies around the same time, and all have awakened to the power of digital business at the same time. Contention is therefore inevitable.

CIOs should help their companies by substantially increasing the tech-related competitor intelligence capability of the firm. Ensure the leadership team is constantly aware of where and how competitors are using information and technology in new ways to propel their digital business strategies.

Figure 1. Impacts and Top Recommendations for CEOs, CIOs and Chief Strategy Officers

Figure 1.Impacts and Top Recommendations for CEOs, CIOs and Chief Strategy Officers

Source: Gartner (December 2014)

Impacts and Recommendations

Focusing on digital business growth strategies at the same time has led CEOs to compete with each other

"IT Doesn't Matter" was Harvard Business Review's favorite article of the year in 2003. Its suggestion that IT was a commodity, not a source of competitive advantage, was central to board-level thinking for a decade. However, in the recession's aftermath, business leaders have re-evaluated the idea that information technology is unimportant. In fact, it turned out to be highly disruptive. In the first 14 years of the century, massive new technology-fueled behemoths — such as Amazon, Google and Facebook — arose at incredible speed. These companies now reshape industries such as book publishing, retailing and car design by their disruptive innovation actions. Though what they do is different, they exploit the same information technology power under the hood: Moore's law.

Faced with this reality, leaders in many industries are now scrambling to harness the same power for themselves and apply digital innovation to their businesses. Our 2014 CEO survey found growth was the top business priority, and technology was fourth (after costs and profits). Technology is the growth tool of choice, and when respondents mentioned it, half used words associated with the modern digital era such as mobile, cloud, social or big data. As the majority of CEOs all start to move in the same direction around the same time, it is inevitable that they will contend with one another for the same customers and resources, using various digital business ideas.

In our 2012 CEO survey, a quarter of the respondents could not name a company they admired for its use of IT for competitive advantage. By our 2014 survey, the proportion had risen to a third. Given the vast rise in coverage of technology and innovation in the business press and the large number of CEOs who now mention it in their speeches, we cannot see this change as an indicator of disinterest. Rather, we read it as a measure of increasing confusion. CEOs are unclear about what's working and who's winning in mature industries like their own. That should not surprise us because many companies in many sectors all decided to head down this path around the same time in 2012 and 2013.

Our 2014 CEO survey found that CEOs expect CIOs to be leaders in digital business change. The risk is that failure to develop sophisticated competitive intelligence will be deemed a lack of CIO foresight and proof that CIOs don't get it. Business and IT leaders must do more to examine competitor actions with technology and learn from both the successes and the mistakes — major and minor.

Recommendations for CEOs and CIOs:

Discuss how digital business is changing your industry — not just your company — at least four times a year. Decide whether your company intends to be a pioneer, a fast follower, or a late follower. If, like most, you intend to be a fast follower, list the names of the innovators you will be tracking. If you don't have a list, then fresh competitor research is urgently needed. Keep revising the list. If you intend to be a fast follower, decide what an acceptable time lag might be. Discuss how to accelerate decision processes, reallocate resources and rapidly acquire new capabilities when needed.

Because technology was regarded as a commodity, CIO's tech-related competitor radar is weak

In the era of the 1990s and the early 2000s, it was common for IT staffs to regularly track, examine and report sources of information about competitor actions in IT, looking for signals of competitive advantage. During the period 2003 to 2012, IT as a corporate function was tasked with standardizing, consolidating and cost minimizing and became much more of an introspective internal order taker and service provider. IT was not asked to look outward, and it was not expected to be very competitor aware, except perhaps in peer benchmark comparisons of its cost base.

In recent years, seemingly innocuous digital innovations, sometimes coming from very unusual sources, have quite rapidly turned into major threats. Some examples include:

  • The emergence of the e-book reader in 2007/8 had unpredicted effects on publishers.
  • The emergence of the electronic cigarette, circa 2011, has had major effects on big tobacco.
  • The rise of Facebook challenged assumptions about search engine ad dominance, circa 2010.
  • Google's "self-driving car" experiments, circa 2011, redirected the future of the auto industry.
  • Uber's app for metering car rides deeply disrupted the taxi trade in 2013.
  • Someday soon, someone will turn drone delivery experiments into a reality.

Usually these innovations do not come out of the blue; there is a long preamble, and there are telltale moves being made in advance. Startups are bought, tech supplier contracts are signed, talent is hired, ad slots are booked, patents are filed, websites are quietly opened, office space is rented in tech districts. Ugly small-scale Version 1.0 products are tested without fanfare or released with obtuse and badly worded minimal press releases. The list of signals goes on and on, but you have to be on the lookout for them. You need a hi-gain corporate antenna, watching for the small moves that might add up to something big later. If your collective corporate consciousness is aware enough, someone on your staff will notice the pattern. The competitor awareness habit must be restored.

Recommendations for CIOs and CSOs:

Collaborate on a new competition landscape model. About 30% of large enterprises have a formally designated head of strategy. Many others have someone working less officially in that role, without a title. Sometimes strategy really is done by the CEO alone. The CIO should identify and reach out to that person. First, discuss the traditional competitor landscape, so you know and agree where its natural boundaries lie. Then frame a new view of competition to include startups, entrants from adjacent industries and attack from the tech sector itself. Some key questions to ask and answer are:

  • If we were to create a tech-fueled, "greenfield" startup attack in our industry, what would it look like?
  • How could technology undermine a barrier we have relied on to separate us from other industries, for example, by regulation, customer access or value chain position?
  • If Google decided to revolutionize our industry with its information and technology, what would it do?
  • Using the Peteraf and Bergen framework, what other kinds of entities might use digital business to address our industry's customer base in an unusual way?

If there is corporate myopia, the CIO must be an agitator, ensuring that the analysis of competition extends beyond traditional competitors and industries.

Digital competition is disruptive, and CEO blind spots cause substantial risk to business results

Watching traditional competitors used to be adequate. A decade ago, most likely they were the only ones who could use technology as a competitive weapon and make a significant challenge stick. Happily, in staid semioligopolistic industries, they thought like you and acted like you, anyway. Also, they were all buying the same big packaged business application IT ideas from the same providers. Big surprises were very unlikely. But conditions have changed.

The technologies of the Internet era, especially the cloud, have made it far easier for small startups to perform and deliver like big companies, from the get go. They can reach global markets via the Web, mobile and e-commerce service providers, including Amazon and eBay. They can operate efficiently and effectively by applying the latest management tools, accessed at low rates, using software as a service. They can scale fast — up and down. They can, therefore, mount a market experiment, fail, learn, retrench, replan and try again, faster than you can change — anything. They can access capital easily via crowdfunding, and they can do their marketing for very low cost via social media. They can source skills via talent portals, and they can source Chinese contract manufacturing via Alibaba.com. These capabilities have allowed hundreds of startup e-cigarette brands around the world to grow under the feet of the tobacco industry, astonishingly quickly.

The big technology vendors of a decade ago, the likes of IBM, Microsoft, Oracle, HP and Cisco, were mostly no threat to you, then or now. Their tacit contract with their customers has always been a nonaggression pact. They would sell you technology and help you deploy it to make your business better. They would work hard to sell you on their ideas. That was the beginning and the end of it. However the tech firms of today have other ideas. They see no problem invading other industries if they feel those industries are not acting on the promise of information and technology. Apple went into music. Amazon went into books. Google went into cars. Others among the "born digital" era tech companies will no doubt follow this path, now that the pattern is established and their investors can see that sometimes it works.

Technology is also capable of dissolving the traditional boundary lines between industry sectors. Because of this, old established players in one industry can choose to attack another. For example, what is the real distinction between TV, radio and "print" media in the smartphone and tablet era? What is the distinction between magazine designer, retailer, CPG manufacturer and marketplace provider when all those factors can be brought together in an online 3D print-on-demand service?

For these reasons, technology-related competitor intelligence radar needs to be far wider ranging than it was in its previous heyday. The challenges of Internet-extended competitor landscapes were first observed around the time of the original "dot" boom, and one particular analytical framework from that era can be very helpful for expanding your horizons.

In 2003, Peteraf and Bergen published a simple framework for scanning dynamic competitive landscapes — the situation when threats come from new entrants outside the traditional industry. They proposed a two-dimensional model that looks for actors that have similar resources on one axis and similar underlying customer markets on the other. So, for example, Google has large-scale computing resources similar to a global bank. LinkedIn has business professionals as a customer base, similar to an international business school. This model helps identify emerging potential competitors and indirect competitors, who might reshape your industry from the outside.

Recommended Actions

CIO and head of competitor intelligence:

Assume technology-related intelligence is inadequate. That default position is likely. It's nobody's fault. Business conditions and market trends have changed, so you must adjust. Discuss the sources you use today and how, or indeed whether, stories about competitor actions with IT are being tracked and reported. The CIO should offer to feed in more information and possibly help curate a section within regular competitor reports that circulate both in the C-suite and to the wider management teams. The CIO can apply many technology-related intelligence resources, including:

  • New-hire interviews
  • Vendor contacts
  • Tech industry news sources and trade papers
  • Technology conferences and exhibitions
  • Technology-related social networks such as LinkedIn and Glassdoor
  • Professional IT research and advisory services

martes, 10 de marzo de 2015

BPM Toolkits

http://toolsforbpm.com/index.php

http://www.bizagi.com/

EA in the University

https://nettiopsu.utu.fi/opas/opintojakso.htm?rid=13713&idx=2&uiLang=en&lang=en&lvv=2012

http://www.henley.ac.uk/executive-education/course/professional-programme-in-business-and-enterprise-architecture/

Enterprise Architecture in a strategy change - EA videos

https://www.youtube.com/watch?v=UenJDVBALfU&utm_content=buffer9bdfb&utm_medium=social&utm_source=linkedin.com&utm_campaign=buffer

APQC Links

http://www.apqc.org/business-excellence

http://www.apqc.org/knowledge-base/collections/apqcs-process-classification-framework-pcf-cross-industry-and-industry-sp

https://www.youtube.com/channel/UC538mkuAtOVzS69ZYSlwHjg

Enterprise Architecture in a strategy change

https://www.youtube.com/watch?v=UenJDVBALfU&utm_content=buffer9bdfb&utm_medium=social&utm_source=linkedin.com&utm_campaign=buffer

Bi-Modal IT: Running an IT Organization with a Split Personality

http://formtek.com/blog/bi-modal-it-running-an-it-organization-with-a-split-personality/

SMAC and DevOps Links

http://pm-powerconsulting.com/blogs/devops-and-smacmade-for-each-other/

 

http://es.slideshare.net/FernandoHnig/devops-and-cloud

 

http://es.slideshare.net/cognizant/smac-the-new-enterprise-it-model-20710191

 

http://www.cognizant.com/smac

http://pm-powerconsulting.com/blogs/devops-and-smacmade-for-each-other/

http://es.slideshare.net/cognizant/smac-the-new-enterprise-it-model-20710191

http://es.slideshare.net/FernandoHnig/devops-and-cloud

http://formtek.com/blog/bi-modal-it-running-an-it-organization-with-a-split-personality/

domingo, 1 de marzo de 2015

What is DevOps?

http://dev2ops.org/2010/02/what-is-devops/

 

IT REVOLUTION MANIFESTO

http://itrevolution.com/manifesto/

THE ECONOMIC COSTS

Today, most organizations rely on IT more than they know. Almost every commitment a company makes to the outside world, whether it’s related to projects, operations, compliance or financial reporting, requires IT. Yet, many CEOs will still say, “We’re not Google or Microsoft. IT isn’t a core competency. We can outsource all of this.”

For most companies, IT functions as the nervous system and provides an increasing amount of the organizational muscle mass. Most critical business functions are entirely automated within IT, and 95% of all capital projects depend on IT to get done. Today, nearly every business decision will result in at least one IT change.

And yet, the IT organization is often mired in urgent and unplanned work, starving their ability to execute. Spending countless hours dealing with emergency outages and failures and laboring over needless compliance projects, IT all too often gets stuck with damage control instead of deploying features and changes, and helping the business win.

According to analysts, global IT spending in 2010 was approximately $10 trillion. But nearly 70% of IT projects fail, and nearly 50% of IT work is unplanned work or rework. If we conservatively estimate that 20% of IT work is wasted, that’s $2 trillion of value each year that we’re letting slip through our fingers.

THE HUMAN COSTS

Unfortunately, it’s not just about money.

Working in most IT organizations is often thankless and frustrating. People feel as if they’re trapped in an ever-repeating horror movie, helpless to change the outcome The organization abdicates their responsibility to ensure that IT is managed well, plunging the department into relentless intertribal warfare between development, IT operations and information security. And of course, the auditors.

What inevitably results is chronic underachievement. The life of an IT professional is often demoralizing and frustrating, typically leading to feelings of powerlessness and rife with stress which seeps into every aspect of life. From stress-related health problems, to social issues, to tension at home, it has become clear that the current state of the IT professional is not only unhealthy, but unsustainable.

As people, we’re wired to contribute and to feel like we’re actively making a difference. Yet, all too often when IT professionals ask their organization for support, they’re met with “you don’t understand,” or worse, a barely masked, “you don’t matter.”

As a human being, this is the worst response we could receive. Because the opposite of love isn’t hate — it’s apathy.

WHAT WE’RE DOING ABOUT IT

Throughout the last two years, we’ve seen an unparalleled amount of passion surrounding the solution to this problem, especially in IT operations, automated infrastructure, and the countless proposals of new ways for Dev and Ops to work together.

We know the current system is not working. We know there is a better way. We know that finding a solution will unlock IT’s true potential. At IT Revolution Press, we want to drive the greatest change in how we manage IT to date. One hundred years from now, historians will look back at this decade and say, “this was the Cambrian Explosion for IT, where we finally figured out how organizations manage IT to win.”

Over last five years, we’ve seen unprecedented growth and convergence of innovative ideas and technologies. Some are positive, such as Agile, cloud computing, Big Data, the DevOps movement, and the Lean Startup cultural patterns in the workplace. Some are negative, such as globalization and outsourcing, the rise of data breaches and compliance du jour, and the greatest economic recession since the Great Depression.

We aim to positively influence the lives of 1 million IT people over the next 5 years. To make this happen, we’re uniting thought leaders in all the relevant domains with a common sense of purpose and passion to help us achieve our goal and improve IT for generations to come.

Devops Company

http://dtosolutions.com/devops/

 

http://dev2ops.org/2014/10/its-the-5th-anniversary-of-devops/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Dev2ops+%28dev2ops%29

3Bs

How Social, Mobile, Analytics, and Cloud are Transforming the Workplace

Pepsi

https://communities.intel.com/community/itpeernetwork/blog/2014/06/02/how-social-mobile-analytics-and-cloud-are-transforming-the-workplace?sr=stream&ru=134721

 

https://communities.intel.com/community/itpeernetwork/blog/2014/08/06/part-2-transforming-the-workplace-with-innovation-comes-challenge

http://www.intel.com/content/www/us/en/enterprise-mobility/enterprise-mobility-increases-productivity.html

3rdIndustrialRevolution.png

SMAC.png

Transforming the Workplace: An Integrated Strategy for Change

https://communities.intel.com/community/itpeernetwork/blog/2014/11/24/part-4-transforming-the-workplace-an-integrated-strategy-for-change?_ga=1.257216579.935183252.1393432082

 

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