We live in a world where the rate of change, the sources of change and the potential impact of change is greater than it ever was before. Strategic decisions have to be taken in the face of a considerable degree of uncertainty, so we have to learn the art of building the management of uncertainty into our strategies.
Great theories come in two sorts: the type that is so fundamentally foreign to one’s existing worldview that it’s a major effort to get your head round it (think Special Relativity here); and the type that is so staringly obvious that you can’t believe you didn’t think of it yourself – but you didn’t.
I’ve seen quite a few discussions over the last couple of years about whether enterprise architecture (EA) is amenable to disciplined, rigorous methods – sometimes described as a scientific approach. A lot of what I’ve seen strikes me as anything but scientific.
As I set off on my Sunday morning run, I said to myself “don’t think about your blog”. I’d been having trouble getting this blog to work. I wanted to write about the relationship between circular economy and other fundamental changes that people are trying to achieve – but it kept coming out abstract and, […]
Last week I tweeted If corporations were socially responsible, we wouldn’t need a name for it. and was taken aback by how many retweets I got for it. It obviously struck a chord with a lot of folks. And, picking up on my previous post, it has everything to do with how vested interests respond […]
Why is it so hard to get something repaired? Why is it so hard to find out how to do it yourself? Why do we make so little effort to change this? I had a relatively new washing machine, which every few months refused to work for a week or so. Obviously an electrical or […]