Product. Owner. Manager.
Whom do you serve? This is a paraphrase of Perceval upon arrival at the castle of the Fisher King. ‘Whom do you serve?’ might also be asked of product managers
Author: Bry
What if it didn’t matter?
What if it didn’t matter? We hear time and again that large-scale business transformations fail. They fail at a rate upwards of 80 per cent. In fact, all large projects
Digital Transformation: Big D, little d
Epiphany: Consultancies and technology groups are the biggest culprits in trying to dumb down the concept of Digital Transformation. I couldn’t quite put my finger on the reason why, until
Culture. Shock.
If I read or hear another piece telling me that large-scale enterprise transformations fail at a rate of 75 to 85 per cent, I think I’ll scream. In fact, I’ll
Blind Watchmaker
I’ve heard it said that consulting is the business of telling someone the time with their own watch. In a way this is true, but it misses the rest of
Inside. Outside. Consult.
I enjoy being a consultant. Being an advisor. We may all be familiar with the narrative of the child who dreams of being a ballerina, a fireman, an astronaut, a
Agile. Product. Owner. Scrum. Master.
Anthony, a virtual colleague on LinkedIn, posed a question relative to scrum masters. I’d like to spend some time in this segment responding to that question. But first, I’d like
Customer. Experience.
In a perfect world, every company would have a Chief Experience Officer. A CXO is chiefly accountable for the experience customers have interacting with a company. This should be obvious.
Business. Architecture. Structure.
I had been planning to do a segment on where business architecture fits into the enterprise org structure for a few weeks, when I happened to have a conversation with the
Molecular Hiring
And now for something completely different… Cue the Monty Python music. It just occurred to me that selection bias plays a big part in determining the cultural composition in organisations. File