Free Webinars: Sep. 9: AI & Acceleration in Product Development | Oct. 6: Wenn alles grün ist… | Nov 4: SysML v2 & Product Velocity
Some [cases of covid-19], such as that of a New York lawyer and his family, have no obvious connection to any of the four high-incidence countries, strongly suggesting that there are what epidemiologists call silent chains of transmission in the country. In a population without measures in place to control such chains, a single undiagnosed…
Quote from The Technology Fallacy (Management on the Cutting Edge): This need to continually pivot to the next possible career wave also has another implication—the need and/or the ability for employees to chart their own course of career exploration with passion. By passion, we don’t necessarily mean an overriding and long-term desire for a specific…
Tom Davenport and Julia Kirby describe several different ways in which employees can pivot in their career path in response to digital disruption: Step up Step aside Step in Step narrowly Step forward Read the book to find out what this means.
Both help address major risks that face early-stage companies: market risk (that you can reach customers in a sustainable way) and product risk (that customers want what you’re building). Pursuing both traction and product in parallel will increase your chances of success by both developing a product for which you can actually get traction and…
“In many ways, full-time work doesn’t “need” to exist now. If people were content with the standard of living as it was one hundred years ago, they would need to work only about seventeen weeks per year. Instead, people work harder and adapt their skill sets to improve their quality of life.”
Data – China’s success at AI has relied on good data | Technology Quarterly | The Economist It just needs software, powerful computers and data—the new trinity of AI.
When respondents reported that their organizations provide them with the resources and opportunities to thrive in a digital environment, 72 percent of them said that their digital initiatives were successful. When respondents said their company did not provide them with opportunities and resources, however, only 24 percent reported successful digital initiatives.
Unless you have a good sense of where you are heading, your short-term objectives could lead you in the wrong direction. Deloitte’s John Hagel laments that most companies don’t look far enough ahead when thinking about digital strategy. Instead of the one- to three-year time frame that most companies use for digital strategy, Hagel advocates…
Reading old Scifi sometimes makes me chuckle: we reached this point in the 90s: “I use Sony Megawafers, each good for half a million words, each two centimeters wide, three millimeters thick, with information packed so densely that it doesn’t bear thinking about.”
I love the Internet: We can even recommend John Gallaugher’s undergraduate textbook, Information Systems: A Manager’s Guide to Harnessing Technology, as perhaps the most consistently up-to-date discussion of digital strategy out there—he updates the material yearly, and it’s readily available online as a PDF file.
