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Why specialists are winning

Wed, 14 Oct 2026 09:00:00 +0000

One industry forecast expects the specialized consulting segment to grow 12–15% annually through 2026, while generalist firms see slower growth or contraction. The pattern matches what we hear from clients: they’d rather hire a team that has solved their exact problem many times than one that can talk about everything.

Why depth beats breadth

Complexity is part of it. When a problem involves a portfolio process, a PMO redesign, or putting AI into delivery work, a generalist spends the first weeks learning what a specialist already knows. Clients also now have in-house capability and are asking harder questions about value for money. A specialist can show where the extra experience will pay off. A generalist often can’t, because the offering is broad enough to describe almost anything.

Complexity is the new normal

Wed, 10 Jun 2026 09:00:00 +0000

Ask a project professional whether projects feel harder than they used to, and you’ll get a knowing look. PMI’s 2026 Pulse of the Profession report puts a number on it: 81% of project professionals say projects have become more complex in recent years. We doubt many readers are surprised. The more useful question is what to do about it.

Complexity isn’t just more work

More tasks is a scheduling problem. Complexity is different: many parts that affect each other in ways nobody planned. A change to one system alters a process in another department, which changes how customers behave, which changes demand on the first system. Plans built as lists of tasks handle this badly, because the trouble sits between the tasks.

Sustainability belongs in the portfolio

Wed, 11 Feb 2026 09:00:00 +0000

Not long ago, sustainability lived in a separate report written by a separate team. That’s changing. Environmental, social, and governance (ESG) and sustainability criteria are now built into portfolio decisions, especially in Europe and in infrastructure, where a project’s footprint and its community effects can decide whether it gets approved at all.

If your organization is in the United States, you might be tempted to treat this as someone else’s concern. We’d think twice. Many U.S. companies have European operations, customers, or suppliers, and those relationships bring the expectations with them. Even without that, the questions are good ones to ask of any investment.

Building business acumen in project teams

Wed, 05 Nov 2025 09:00:00 +0000

PMI’s 2025 Pulse of the Profession report found that only 18% of project professionals demonstrate high business acumen. If that number is even roughly right for your team, it explains a lot: projects that deliver what was specified but not what was needed, and steering committees where nobody can say why one initiative outranks another.

What business acumen means for a project professional

It isn’t an MBA. It’s knowing enough about the business to make good decisions without asking permission every time. In practice, that means understanding:

From project management success to project success

Wed, 09 Jul 2025 09:00:00 +0000

A project can finish on time, on budget, and on scope, and still leave the business no better off. Most of us have seen it: the launch party happens, the status turns green, and six months later nobody uses the new system. The Project Management Institute (PMI) is now saying plainly that this isn’t good enough.

Two kinds of success

PMI’s 2025 Pulse of the Profession report calls for shifting focus and accountability beyond project management success to project success. The difference is simple to state. Project management success means the team delivered on time, on budget, and on scope. Project success means the intended value and outcomes were realized.

Value for money when clients build in-house capability

Wed, 12 Mar 2025 09:00:00 +0000

More of our clients now run their own project management office (PMO) and delivery teams, and many of them look hard at every consulting invoice. Some consultants read that as a threat. We read it as a sign that clients have learned what good looks like, and we think that’s healthy for everyone, including us.

What clients are asking

When a client pushes back on fees, the question underneath is usually “What do we get for this that we can’t get ourselves?” It’s a fair question. A consultant who can’t answer it clearly should expect to lose the work, and probably deserves to.

Flexibility without losing control

Wed, 06 Nov 2024 09:00:00 +0000

Many consultants still sell one true method. They arrive with a framework, a set of templates, and a firm belief that if the client follows it exactly, everything will work. We’ve seen that approach produce plenty of binders and not much delivery. There’s a better argument for letting teams choose how they work, and it now has some support from research.

PMI’s 2024 Pulse of the Profession report found that organizations can provide flexibility and empowerment without affecting project execution and performance. In other words, freedom doesn’t have to cost you control. That finding matches what we see in the field, and it gives leaders a reason to loosen their grip on method.

The diamond-shaped consulting team

Wed, 12 Jun 2024 09:00:00 +0000

For decades, the consulting firm has looked like a pyramid. A few partners sit at the top, a layer of managers sits in the middle, and a wide base of junior staff does the research, builds the slides, and keeps the project coordinated. The model worked because the base was affordable and the work was plentiful. Now that AI and better tools absorb much of that base-level work, the shape is changing into a diamond.

Shorter engagements, clearer outcomes

Wed, 14 Feb 2024 09:00:00 +0000

The 18-month consulting engagement, billed by the hour with a team of a dozen, is getting harder to sell. Industry commentary points to shorter project cycles, and to a growing interest in outcome-based and even revenue-share pricing. Clients want to know what they’re buying, and they’d like to stop paying for effort that doesn’t move a number they care about. We think that’s a reasonable thing to ask.

Why the old model is under pressure

Long time-and-materials contracts were common during the agile transformation years. They fit a world where the destination was unclear and the journey was the product. But they put all the financial risk on the client. If the work takes longer, the client pays more. The consultant’s incentive, however well meant, is to stay busy.

What AI can and can't do for project coordination

Wed, 11 Oct 2023 09:00:00 +0000

Ask a senior project leader where the week goes, and the answer is rarely “solving hard problems.” It goes to chasing updates, assembling status reports, rewriting the same message for three audiences, and keeping the schedule honest. This coordination work has traditionally eaten a significant share of senior time in consulting. Now that AI assistants are in daily use, it’s fair to ask how much of it they can take on.

Generative AI and the project manager's week

Wed, 10 May 2023 09:00:00 +0000

Six months after ChatGPT arrived, nearly every project manager we know has tried it, and most have an opinion. Some call it a revolution. Others call it a toy that makes things up. After a few months of careful experiments, we think both camps are partly right, so here is an early, honest look at what generative artificial intelligence (AI) does for a project manager’s week.

Where it helps

Think about a typical Monday. You have a long email thread to digest, a status update to write, and meeting notes from Friday that nobody has cleaned up. Generative AI is good at exactly this kind of work. Paste in a messy set of notes (after removing anything sensitive), and you get a clean first draft in seconds. Ask it to summarize a 40-message thread, and you get a reasonable starting point for what was decided and what’s still open.

Retire the methodology wars

Wed, 19 Oct 2022 09:00:00 +0000

We started this series in 2013 with an article called “Waterfall isn’t the enemy.” Nearly a decade later, we’re glad to report that the argument has mostly run out of steam. Conference talks that once pitted agile against waterfall now spend their time on how to combine them. It’s time to retire the methodology wars for good, and to be clear about what should replace them.

Judge by outcomes, not loyalty

The wars were never about method. They were about identity. People who had built careers on one approach heard criticism of it as criticism of themselves, and consultants discovered that a strong allegiance sells. But a method is a tool. The test of a tool is whether it produces the result you need, in the time and at the cost you can afford.

Tailoring the approach to each project

Wed, 06 Apr 2022 09:00:00 +0000

A one-size-fits-all method has a certain appeal. Everyone learns the same templates, the same gates, the same vocabulary. The cost shows up later, when a three-week internal change carries the same paperwork as a multi-year infrastructure program. The alternative is tailoring: choosing the approach for each project based on what that project needs. It takes judgment, but you can structure it.

Assess the project first

Before choosing a lifecycle, understand the work. We look at six factors:

The case for hybrid delivery

Wed, 08 Dec 2021 09:00:00 +0000

Walk into almost any large organization and you’ll find a mix. The contract with a supplier follows a fixed plan. The regulatory filing has a date set by someone outside the company. Meanwhile, the software team down the hall works in two-week iterations and changes its priorities as it learns. Nobody designed this combination. It just happened. We think the better approach is to design it on purpose.

Why mixing makes sense

Plan-driven (predictive) methods suit work where scope is clear, change is costly, and commitments are external: procurement, construction, contracts, and regulatory milestones. Iterative (adaptive) methods suit work where you’re still learning what the customer needs: product and software development. A program that includes both is normal, not a failure of discipline.

PMBOK 7: from processes to principles

Wed, 13 Oct 2021 09:00:00 +0000

For years, the Project Management Body of Knowledge (PMBOK) Guide taught a generation of practitioners to think in processes: five process groups, ten knowledge areas, and the inputs, tools, and outputs that connected them. This year, the Project Management Institute (PMI) published the 7th edition of A Guide to the Project Management Body of Knowledge, and it takes a different shape. It’s built on principles and performance domains, not on processes.

Collaboration platforms: fewer tools, clearer rules

Wed, 04 Nov 2020 09:00:00 +0000

When offices closed this spring, teams grabbed whatever worked. Zoom for meetings, Microsoft Teams for chat, Slack for another group’s chat, email for everything else, and a different board for each project. It was the right call at the time. Eight months later, many teams are paying for it: people check five places before they find the answer, and nobody is sure where a decision was made.

The fix isn’t another tool. It’s fewer tools and clearer rules.

Remote governance without micromanagement

Wed, 15 Jul 2020 09:00:00 +0000

Several months into remote work, many leaders miss something they never noticed they had: a feel for how projects were going. They used to see who was in early, who looked worried, and who was huddled around a whiteboard. Without that, some compensate by adding status meetings, demanding daily reports, or installing software that tracks activity. It’s an understandable reaction. It’s also the wrong one.

Why surveillance fails

Counting hours online or keystrokes measures presence, not progress. Good people notice quickly, and they respond by looking busy. Meanwhile the real signals, such as a blocked dependency or a risk growing quietly, stay hidden. More status meetings have a similar effect: they consume the time people need to do the work, and they rarely surface bad news any faster.

Running projects when everyone is remote

Wed, 08 Apr 2020 09:00:00 +0000

A few weeks ago, most of your team worked in the same building. Now they’re at kitchen tables, spare bedrooms, and the occasional ironing board, and you’re still expected to deliver. If you lead projects, you didn’t get a chance to plan for this. Here’s what we’ve seen work for teams that moved to fully remote delivery almost overnight, using ordinary tools and a calm approach.

Set a rhythm, and keep it short

In an office, a lot of coordination happens by accident: a question at someone’s desk, a comment in the hallway. Remote work removes those moments, so replace them on purpose. A short daily check-in of 10 to 15 minutes is enough for most teams. Ask three things: what moved, what’s next, and what’s in the way. Keep the video on if people can manage it, but don’t make it a rule. Not everyone has reliable bandwidth.

Lessons from a decade of transformations

Wed, 20 Nov 2019 09:00:00 +0000

The decade is almost over, and looking back, a lot has changed in how organizations manage work. Agile moved from small software teams to the enterprise. “Digital transformation” became a board-level phrase. Cloud tools replaced spreadsheets, and the PMO started talking about value. We’ve worked on many of these changes, and a few lessons keep coming back.

Frameworks don’t transform; leadership and funding do

Early in the decade, many organizations adopted a scaling framework and expected change to follow. It rarely did on its own. Frameworks give you a shared vocabulary and a starting structure. They don’t change how budgets are approved, how managers behave, or what executives reward. Where transformations worked, leaders changed those things: they funded teams for the long term, accepted smaller releases, and asked different questions in reviews. Where leaders didn’t, the new roles and ceremonies sat on top of the old habits.

From project manager to product manager

Wed, 13 Mar 2019 09:00:00 +0000

When an organization moves from funding projects to funding persistent product teams, project managers start asking what’s next for them. It’s a fair question. If projects stop being the unit of work, what happens to the people who managed them? The answer isn’t “they disappear,” but it isn’t “nothing changes” either.

Several paths

Project managers have more options than they often realize.

Product manager or product owner. These roles decide what the team builds and why. They own priorities and answer for results.
Delivery lead. Some teams still need someone to coordinate dependencies, remove obstacles, and keep work flowing. This role resembles a Scrum Master or release manager, with a broader view.
Portfolio and PMO roles. Someone still has to see across teams, manage capacity, and report on value. Project managers with a strong grasp of planning and governance fit well.
Program or change leadership. Large efforts that cross several products still need coordination.

None is a demotion. They are different jobs, and the right one depends on what you enjoy. If you like deciding what to build, look at product work. If you like making teams effective, look at delivery. If you like seeing the whole picture, look at portfolio.

Integration is the hard part

Wed, 08 Aug 2018 09:00:00 +0000

You’ve chosen the work management tool, and the team likes it. The pilot went well. Now comes the part nobody put in the project plan: making the tool work with everything else. Work management never stands alone. It touches finance, time tracking, human resources (HR), customer data, and the reports executives read on Monday morning.

Connect the dots, deliberately

Years ago we wrote about the value of connected systems. That idea hasn’t aged, but the stakes have grown. With cloud tools, it’s easy to start a new workspace in an afternoon. It’s much harder to make sure the hours a developer records, the budget finance tracks, and the milestone a manager reports all agree.

Choosing a cloud work management tool

Wed, 21 Mar 2018 09:00:00 +0000

Spreadsheets and on-premises Microsoft Project installations are giving way to cloud work management tools. Teams are looking at Jira, Asana, Smartsheet, and monday.com (which changed its name from dapulse late last year), among others. The question we hear is “which one should we buy?” It’s the wrong place to start.

Start from how work flows

Before you open a vendor website, describe how work moves through your organization. Who requests it? Who approves it? Who does it, and who needs to know when it’s finished? Write this down for two or three typical kinds of work, such as a software release, a marketing campaign, and a facilities request.

Portfolio prioritization that executives trust

Wed, 06 Dec 2017 09:00:00 +0000

Every organization has a prioritized project list. Whether anyone trusts it is another matter. In many companies, the list reflects whoever argued last or loudest, “priority one” covers half the portfolio, and nobody has checked whether there are enough people to do the work. Executives stop believing the ranking, and they’re right to.

Why prioritization fails

Three patterns appear again and again. The loudest voice wins, so the ranking follows seniority and persistence instead of value. Everything is priority one, which means nothing is. And there’s no capacity view, so the list asks the same people to work on eight things at once. The result is that everything moves slowly and nothing finishes.

Fund teams, not projects

Wed, 13 Sep 2017 09:00:00 +0000

The usual way to fund software is to approve a project, assemble a team, build the thing, and disband the team. Then, a few months later, the business asks for changes, and a new project starts with a new team that has to learn everything again. Some organizations are trying a different model: fund a persistent team around a product or value stream, and let the work change while the team stays.

Value management: what the PMO should report

Wed, 24 May 2017 09:00:00 +0000

Most PMO dashboards report activity. Tasks completed, milestones hit, and a column of red, amber, and green dots. They answer “are we busy and on schedule?” but not “is this worth what we’re spending?” The second question is the one executives care about, and it’s the one the PMO is best placed to answer.

Why activity reporting falls short

Consider a project that finishes on time and on budget, then delivers a system nobody uses. Every status report was green. The project still failed to produce what the business wanted. Green means the plan is on track, not that the plan was a good idea or that its result mattered.

What digital transformation means for project managers

Wed, 15 Feb 2017 09:00:00 +0000

“Digital transformation” appears in every conference agenda and vendor deck, and it has started to mean everything and nothing. Strip away the buzzword and you find three practical changes: how work is funded, how customers take part, and how fast things ship. Each lands on the project manager’s desk.

Three real shifts

First, funding. Many companies now want to fund ongoing capability around a product or service instead of approving a one-time project with a fixed scope. That changes what “done” means. A website relaunch ends on a date. A digital channel for customers never ends, and it needs people who stay with it.

From status reports to strategy: the new PMO

Wed, 19 Oct 2016 09:00:00 +0000

Ask an executive what the project management office (PMO) delivers, and you’ll often hear “a weekly status report.” Ask what they wish it delivered, and the answer changes: which investments matter most, whether we have the people to do them, and whether any of it is paying off. More and more, we hear PMOs being asked to answer those questions. A report that lists what happened last week doesn’t.

What changes

A traditional PMO tracks projects one at a time. A strategic PMO looks across all of them. That shift sounds small, but it changes almost everything the office does.

When an agile transformation stalls

Wed, 13 Jul 2016 09:00:00 +0000

The first six months of an agile transformation are usually the easy part. There is a kickoff, a round of training, a few teams producing working software every two weeks, and a sponsor who likes the energy. Then the energy fades. Teams go through the motions, and the old way of working quietly returns.

We see the same stall patterns again and again. Most are organizational, not technical, which is why they’re easy to miss from inside a team.

Measuring an agile transformation

Wed, 09 Mar 2016 09:00:00 +0000

A year into an agile transformation, the sponsor asks a fair question: is it working? The usual answers are not encouraging. “We’ve trained 400 people” describes activity. “Velocity is up 30%” describes a number that teams can raise by estimating more generously. Neither tells you whether customers get better software sooner.

If you’ve paid for a transformation, you deserve better evidence. This is how we think about it.

Metrics to be wary of

Two kinds of numbers show up in nearly every progress report, and both mislead.

Contracts that fit agile work

Wed, 18 Nov 2015 09:00:00 +0000

You can’t write a fixed-scope, fixed-price contract for work whose point is to change the scope as you learn. Yet many agile engagements still arrive wrapped in exactly that kind of paper. The contract and the method pull in opposite directions, and the people in the middle pay for it.

Because we are a consulting firm, we should be candid: how you pay us changes how we behave. Here are the common options and what each does to incentives.

Disciplined Agile and the case for choice

Wed, 26 Aug 2015 09:00:00 +0000

Every agile method comes with opinions, and every enterprise comes with exceptions. A team that builds a mobile app, a team that integrates an enterprise resource planning (ERP) package, and a team that maintains a 20-year-old billing system don’t share the same constraints. Disciplined Agile Delivery (DAD) starts from that observation.

Scott Ambler and Mark Lines described DAD in their 2012 book. It isn’t a single method with a fixed set of ceremonies. It’s a toolkit that borrows from Scrum, Kanban, Lean, Extreme Programming, and other sources, and it organizes them around goals instead of prescriptions. For each goal, such as “explore the initial scope” or “improve quality,” DAD lists options, trade-offs, and when each one fits.

The anatomy of a software project

Wed, 06 May 2015 16:49:09 +0000

If we think of a software project as a living organism, with a beginning and an end, we can describe its anatomy. Anatomy is the study of the structure of organisms and their parts. In Greek, the word literally means “cutting open.” Let’s cut open a software project.

Every project, software or not, starts with a problem statement, which eventually becomes the requirements document. The problem is the reason the project exists. If the customer or organization has no problem to solve, the project is meaningless and the effort is wasted.

LeSS is more: scaling with fewer roles

Wed, 11 Feb 2015 09:00:00 +0000

Most scaling frameworks answer the question “How do we coordinate many teams?” by adding things: roles, layers, planning events, and diagrams that need a large monitor. Large-Scale Scrum (LeSS) answers with a different instinct. It asks what you can take away and still have Scrum work.

LeSS comes from Craig Larman and Bas Vodde, who spent years helping large product organizations adopt Scrum. Their premise is that scaled Scrum is still Scrum. You don’t bolt a second process on top. You apply the same few rules to a bigger group of people and accept that the organization, not the framework, will need to change.

Top 5 reasons why projects fail

Fri, 03 Oct 2014 22:09:44 +0000

Many project management office (PMO) consultants, program managers, and project managers will tell you, “Yes, many projects and programs have unrealistic and inflexible deadlines.” Many of them have been assigned to so many projects at once that, without time management, efficiency has become a thing of the past. Managing multiple projects, competing priorities, and tight deadlines is everyday work for many corporate employees. Have you ever had a chance to step back, think, and find a way to be proactive? Guess what? This isn’t going to change anytime soon. So we shouldn’t overlook the reasons why some projects fail. In this article, we’ll help you identify the causes and suggest solutions for your next project.

Rethinking the PMO for agile teams

Wed, 06 Aug 2014 09:00:00 +0000

When teams go agile, the project management office (PMO) is often the first group to feel the chill. Templates, weekly status reports, and compliance checks suddenly look like friction to people who want to ship. Some PMOs respond by tightening the rules. We think the better response is to change what the PMO is for.

Why the old model feels wrong

A traditional PMO works by standardizing. It asks every project for the same plan, the same report, and the same sign-offs, so leadership can compare them. That served a purpose when projects looked alike. An agile team shows progress through working software every few weeks, so a weekly document describing percent complete adds little. Teams see the report as extra work, and the PMO sees teams as undisciplined. Both are partly right.

The product owner problem

Wed, 14 May 2014 09:00:00 +0000

Ask a dozen enterprises where their agile adoption struggles and a surprising number will give the same answer. It isn’t the developers, the tools, or the training. It’s the product owner. The role looks simple on a Scrum diagram, and large organizations find it hard to fill well.

Why the role matters

The product owner decides what the team builds and in what order. Every sprint, the team asks, “What’s the most valuable thing we can do next?” If nobody can answer with authority, the team guesses, waits, or builds what the loudest stakeholder asked for. A good team with a weak product owner will deliver working software that doesn’t matter.

Scaling agile: a first look at SAFe

Wed, 19 Feb 2014 09:00:00 +0000

Scrum works well for one team of seven or so people. Big companies, though, have dozens of teams that depend on each other, plus portfolios of work that executives need to steer. The Scaled Agile Framework (SAFe), introduced in 2011 by Dean Leffingwell, is a popular attempt to answer that problem, and more of our clients are asking about it.

Why it appeals

SAFe organizes agile work into three levels: team, program, and portfolio. Its appeal is that it gives large organizations a recognizable structure for each level, so executives can see where agile fits with budgets, roadmaps, and governance.

Running agile teams inside a stage-gate process

Wed, 04 Dec 2013 09:00:00 +0000

Most large companies can’t drop their gate reviews overnight, and most shouldn’t try. Gates exist because executives need to decide where to put money, and that need doesn’t go away when a team starts using Scrum. The good news is that the two can coexist. The trick is translating what agile teams produce into what the gate committee needs to see.

Start with what a gate is for

A gate is a decision point: continue, change, or stop. Gate reviews often ask for documents because documents were once the only evidence available. Working software, a stable velocity, and a prioritized backlog are better evidence of progress. Your job is to present that evidence in terms the committee understands.

What PMI-ACP says about agile going mainstream

Wed, 18 Sep 2013 09:00:00 +0000

When the Project Management Institute (PMI), the organization behind the Project Management Professional (PMP) credential and the PMBOK Guide, launched its own agile certification, plenty of people raised an eyebrow. The PMI Agile Certified Practitioner (PMI-ACP) became available in 2012. Whatever you think of the credential itself, the launch tells you something: agile is no longer a side conversation among software teams.

What the signal means

For years, agile and traditional project management were treated as rival camps. PMI creating an agile credential says the mainstream profession now sees agile as part of the job. For enterprises, that has a practical consequence. Your project managers will be asked about agile, and your hiring managers will see PMI-ACP on résumés next to the PMP.

Waterfall isn't the enemy

Wed, 12 Jun 2013 09:00:00 +0000

Every few weeks, someone in a steering meeting declares that waterfall is dead and agile is the answer. Then someone else asks how agile will work for the data center migration. Both people have a point, and neither has the whole picture. The useful question isn’t which approach wins. It’s which approach fits the work in front of you.

What waterfall does well

Waterfall (and its cousin, the stage-gate process) assumes you can know most of what you need up front, then build it in order. When that assumption holds, the approach works well. Consider a regional bank that must meet a regulatory change by a fixed date, with the requirements spelled out in the regulation itself. Little is uncertain about what to build. The risk is in coordination, documentation, and proof that you followed the rules. A plan with clear phases and sign-offs serves that work.

Connecting the dots

Wed, 20 Mar 2013 20:18:09 +0000

Connecting the dots is a popular children’s game: as you connect the dots, a larger picture emerges. Dots that are isolated and meaningless take on a shape, a form, and a story when they’re connected.

In information technology, connecting the dots works the same way. Every individual and every information-processing unit is a dot, isolated on its own. When the dots are connected, through data integration, application integration, social networks, or even just a comment feed, they start to take on meaning, and a larger picture emerges. The relationships add meaning and value to the isolated dots. A connection might represent a relationship, sometimes a transaction, and sometimes a contract.

IT and automation

Wed, 12 Dec 2012 20:52:19 +0000

The term information technology (IT) originated in 1958. In the more than 50 years since, IT has become an essential part of the world. Today, it’s used everywhere, and it will soon be an essential utility, much like electricity or cooking gas. So what does IT bring to our lives, at work or at home? In the most practical terms, IT makes our world more efficient by enabling automation. Whether it’s corporate accounting or personal email, IT has turned hard manual labor into lightning-fast interactions between computers and digital media. And this happened over those 50 years, step by step.

Actionable business intelligence

Wed, 21 Nov 2012 20:51:27 +0000

What’s the return on investment (ROI) for business intelligence (BI) projects? Usually, BI outcomes have no direct impact on the business. The decisions made based on BI often require investments of time and effort, and those decisions get the credit for any returns and profits. So how do you measure the success of a BI project?

Gartner says the value is more in the mind than in the books. In my view, BI solutions provide a better view into the business, one that’s often clear, consolidated, and concise. I’ve also noticed that organizations (even individual departments) with BI solutions tend to be better integrated than others. Internal efficiencies come before external impact. These efficiencies might be in productivity, automation, creative decision-making, collaboration, and so on.

Sawal, our consulting questionnaire

Sun, 14 Oct 2012 20:50:31 +0000

The effectiveness of a consulting assignment depends on the breadth and depth of the information collected about the problem, whether or not the problem relates to information technology. The most common and practical approach is to ask questions. You can phrase and pose questions so that the assumptions of both the consultant and the client are validated, the facts are verified or even challenged, and the problem is clearly articulated and detailed.

Touch the Future

Fri, 28 Sep 2012 20:41:06 +0000

Touch the Future is what we call our initiatives to explore leading-edge technologies. In the rapidly changing world of information technology, and the user and consumer behaviors it shapes, we pay special attention to staying smart and staying relevant.

If you look at technology companies and how today’s leaders emerged over the past 10 years, one thing is clear. The companies that had the courage to explore the new, leave their comfort zone, and learn quickly stayed relevant. Many fortunes have changed in the last 10 years. This isn’t new. Through the centuries, wise men and women have observed and remarked on such outcomes. It’s just that development happens much faster these days. The ever-increasing pace of development is a scary thought in itself, but there’s comfort in the fact that it’s driven by discovering and inventing new efficiencies.

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