We live in interesting times. Many organizations are starting to tear down the walls between business and IT, the even thicker walls between technical departments within IT, and have replaced their “Waterfalls” with fountains of nice feedback loops and shorter iterations.
Leaders of these organizations now start to realize that IT is a strategic differentiator instead of a mystical capability best left to techies who speak a foreign language. They read almost daily in newspapers stories that inspire them further. One type of story focuses on organizations that have been dramatically transforming by adopting an engineering culture, and moving towards a new world of IT. This leads to extremely fast concept-to-cash or low time-to-market, and much lower operating and capital expenditures. Another type of story, which offers equally interesting lessons learned, focuses on organizations that have either gone bankrupt or lost huge parts of their market share because they have been replaced by a startup, or an “App”.
We are confident that stories such as the ones described above are only the tip of the iceberg. Disruptive innovations in IT are accelerating at a fast pace, and enormous gains achieved if organizations apply the best practices correctly.