30 Tue Sep 2014
Tags
Behavioural Economics, Business, Business Management, business strategy, Organisational Autism, Strategy
You’ve heard the stories. Little Johnny did this, little Johnny did that, little Johnny did god knows what.
23 Tue Sep 2014
Posted in Ask Martyn, Extract
Tags
business analysis, Business Enablement, business intelligence, Business Management, business strategy, enterprise data warehousing, information management, Organisational Autism, Strategy
It’s 9:45 on a cold and wintry Monday morning; crowds of people are huddled around the water fountains as gossip spreads throughout the building like wildfire. There has been a multiple data pile up in the Widget and Wodget data centre, there are a few casualties but no reported fatalities. No one knows what quite is going on, as shadowy rumour hints at flying pigs, rebellious ducks and rolling heads.
It was to be a big day for Widget and Wodget, “your neighbourhood’s favourite Prime Brokers”, it was billed as the Senior Mega Monday to end all Mega Mondays. A mega coup for the hallowed financial institution of W&W; today would be the day that would herald in the culmination of two major IPOs and one multi-billion global M&A deal signed off, as well as the launch of a raft of CDOs.
21 Sun Sep 2014
Posted in Business Intelligence, Data Warehouse, Extract
Tags
BI, Business Enablement, business intelligence, business strategy, data integration, enterprise data warehousing, information management, MDM, Organisational Autism, Requirements management, Strategy
For more than 34 years I have been trying to convince IT organisations that it is not in their best interests to play Santa Claus, especially when it comes to strategy and data management.
I have tried – again and again, to make people pay attention to this advice, because I think that acting upon this take-away in an intelligent manner is absolutely central for the success of IT, for the benefit of business, and ultimately for the effective realization of Information Management; whether that is Data Warehousing, Business Intelligence, Data Integration, Decision Support, Data Analytics, Big Data or MDM.
Continue reading17 Wed Sep 2014
Posted in Extract, Masterclass
Tags
business analysis, business intelligence, Business Management, enterprise data warehousing, Goal Setting, Information Technology, IT Strategy, Organisational Autism, Requirements management, Strategy
HERE WE ARE!It’s a fantastically chic restaurant. It’s one of the best, if not the best in town. It’s Catalan or Basque, for sure. A group of twelve people sit at a round table. Silver service, starched white linen, spotless polished lead crystal glass, the works. There is even a minimalist arrangement of seasonal flowers. The owner of the exquisite restaurant walks across to the table, accompanied by one of her impeccably uniformed staff, who holds a notepad and pen in readiness; “Good afternoon, and, what would our esteemed ladies and gentlemen like today?” she asks.
Confused? If you haven’t seen this before then you should be. So just read on fellow traveller.
14 Sun Sep 2014
Posted in Snippet
Tags
Behavioural Economics, Business Management, Information and Technology, Information Technology, Organisational Autism, Strategy
People are becoming increasingly uncomfortable with the quality and quantity of many self-styled data warehousing and business intelligence professionals, organisations, and individuals. The perceived and increasing degradation of professionalism and integrity in my own areas of specialisation also finds echo in other aspects of Information and Communication Technology practice, but for now, that is outside the scope of this piece.
14 Sun Sep 2014
Posted in Snippet
Tags
Information and Technology, Information Technology, IT Strategy, Organisational Autism, Strategy, traditional assets
Twenty years ago, you wanted a new bathroom, so you hired a building contractor to come in and build a bathroom of your own design.
14 Sun Sep 2014
Tags
Business Management, Information and Technology, Information Technology, Organisational Autism, Strategy
My original intention was not to write a book on the decline and fall of so many projects, but rather to pen a short essay, a sort of hard-hitting criticism of the litany of IT failures. Of course, this is rarely enough; it wasn’t enough because it identified the issues without provoking debate, and it highlighted common issues without providing guideline suggestions, which meant that it appeared upon reflection to come across as too much like a hi-tech hit and run exercise, beating up on IT failures without actually offering tangible solutions.
14 Sun Sep 2014
Tags
Behavioural Economics, Business, Business Enablement, corporate assets, Goal Setting, Information and Technology, Information Technology, IT Strategy, Organisational Autism, Strategy, traditional assets
Far too few CEOs regularly think about IT on a habitual basis, and especially as something that is potentially integrated into everything their companies do and could do. This, however, is not at all surprising; there is a general lack of time for any CEO to be actively involved in what IT does, and they will generally have some degree of misunderstanding of both the historic roles and the relative successes and failures of IT.
14 Sun Sep 2014
Tags
Behavioural Economics, Business Enablement, Information Technology, Organisational Autism, Strategy
From banking to airlines, through communications businesses to pharmaceutical companies, the IT landscape is littered with failures of Homeric proportions, lost opportunities and profligate waste. Across the spectrum of commercial enterprise, the IT bottom line is inevitably familiar: in general, businesses expose themselves to unnecessary levels of disruption, and spend far too much time and money on IT projects, IT products and internal IT services that frankly suck.
14 Sun Sep 2014
Posted in Snippet
Martyn Richard Jones
Remastered for 2026
Reality bites down hard when it wants to, and more often than not when we are least expecting it. IT is seldom given importance for valid business reasons, such as its support of operational excellence or the quality support of valuable, mission-critical business, and bureaucratic reasons are not necessarily business reasons; they are frequently at the forefront of business life for primarily negative reasons.
GOOD STRATEGY 