An article in the New York Times reminds us once again that without a carefully crafted and highly disciplined governance architecture in place, perceived misalignment of personal interests between individuals and organizations across cultural ecosystems can lead to catastrophic decisions………While not unexpected by those who study crises, rather yet another case where brave individuals raised red flags only to be shouted down by the crowd, the article does provide instructive granularity that should guide senior executives, directors, and policy makers in planning organizational models and enterprise systems. (click to continue to article) Read More
A very interesting development occurred on the way to the neural network economy: The interests of the software vendor and the customer diverged, circled back and then collided, leaving many executives stunned and confused.
The business model in the early years of software was relatively simple. Whether an individual or enterprise, if the customer didn’t adopt the proprietary standard that provided interoperability, the customer was left behind and couldn’t compete. This was a no brainer—we all adopted. By winning the proprietary standard in any given software segment, market leaders were able to deliver amazing improvements in productivity at relatively low cost while maintaining some of the highest profit margins in the history of business. This model worked remarkably well for a generation, but as is often the case technology evolved more rapidly than business models and incumbent cultures could adapt, so incumbents relied on lock-in tactics to protect the corporation, profit, jobs, and in some cases perhaps national trade……. Read More
While I rarely seem to have time for book reviews, the timing, content, and match to current needs of Bob Herbold’s new book is even more rare, so I wanted to share some thoughts while fresh. I read the book while on annual vacation in the San Juan Mountains with my wife at the end of September…….
In case after case, he shows us how lack of accountability, fear of negative impact on careers, refusing to take decisive bold action meeting actual needs, and poor cultures for innovation have led to failure in our hyper competitive global economy. We know what works and what doesn’t, the truth is just that what works is quite often very difficult and uncomfortable, not unlike team competition on the football field or climbing mountains. Read More
Given the systemic nature and scale of the financial crisis, and in consideration of the poor ongoing economic conditions, it’s clear that the industry, political process, and regulators have all fallen short of achieving the individual mission of each, particularly in consideration of current technological capabilities.
For the past several months financial institutions have been trying to convince regulators that they should not be labeled a Systemically Important Financial Institution (SIFI). The process of implementing the 2010 Dodd-Frank law in the U.S. has resulted in spin offs in an attempt to avoid increased U.S. regulation, while the new global rules for multi-national banks on top of Basel III, including surcharges and increased capital ratios, is resulting in a comprehensive rethink of the fundamental assumptions surrounding the global banking model. Read More
An article on our tech cluster project was published in the Santa Fe New Mexican newspaper Saturday, June 18th, written by Nico Roesler. This is a complex topic that is challenging to communicate for veterans, particularly in a simple format for the general public, so we appreciate this effort by Nico, Jane and the Santa Fe New Mexican. Read More