HTC's Grip fitness tracker is a promising, puzzling first step
On the plus side, the waterproof material making up the Grip's body is surprisingly comfortable, though I've got to wonder just how nice it'll feel when it's pressed up against my skin mid-marathon. Speaking of working in motion, the Grip also seemed to accurately monitor my steps, which was honestly about all I could do with it. Too many of the Grip's best features just aren't ready for testing yet, but one thing seems clear: The Grip has potential. Whether or not the finished product lives up to it is another question entirely, and one we hope to answer soon.
The Impact of the Technological Revolution
This video summarizes the first chapter of the book Reinventing the Company in the Digital Age, “The Impact of the Technological Revolution”, where authors Philip Evans, Kenneth Cukier, Geoffrey Moore and Haim Mendelson analyze the effects of technological changes in the business world. The increasing speed of technological change is transforming all sectors. Big data plays a fundamental role. Big data will change society and government. In this new scenario obsolete companies need new business models that interact with clients.
The 13 building blocks of Information Governance
The exercise is best conducted with at least 3 or 4 seasoned executives, depending on the scope of the IG program. Best results are achieved if they’re all jointly in one room (though it can be done individually). Both Business and IT must be represented if the outcomes are to be meaningful and find support from other executives later on. You can either run an As-Is assessment by itself or, additionally, collect the organization’s medium- to long-term IG maturity ambition (To-Be). The Capgemini IGMM automatically maps this out in a neat spider diagram and produces a maturity score, rounded to one decimal point, e.g. 2.7.
Information Governance, Records Principles and Risk Management
From the top down, those responsible for directing and leading information governance in the organization need to make an assessment of the risk of doing nothing, informed by the state of their existing practices and – importantly – the volatility of their information environment (think file shares, e-mail and SharePoint!). They need to recognize that in many cases their digital records are being held in fundamentally unstable environments and, as a result, are in a state of decay. This means that concerns about the challenges of getting their electronic content in order are usually far outweighed by the fact that the content – from a records point of view – is already broken.
Big data, privacy and cyber security breaches – why information governance is critical
While the proliferation of data has been caused by technology, it is also technology that is providing rapidly evolving tools to manage the exponentially increasing data. However, technology is only part of the solution, as IG strategy, policies, processes, people and technology all need to be aligned, to deliver on the objective of maximising the value of the information and minimising risks and costs. There is a rapidly growing market for technology solutions in the IG sphere for the wide spectrum of information management needs. And there are many technology options for managing ICT security, eDiscovery, RIM and compliance, etc.
IT Strategy: Boardrooms must adapt to new technologies or risk monolithic failure
The worst boards I ever served on were diametrically polarised. One had accountants and lawyers and no knowledge of the technology or market, while the other was weighed down by techies who knew nothing about accounting, the law, marketing or sales. In the first case, they stood no chance of appreciating the technology, product or market; in the second, the time to learn the basics of business was protracted. For one of these companies, this turned out to be fatal, and it was extremely damaging for the other. The magic formula for success involves a diverse and adaptable board and management team willing to learn and take measured risks.
Resilience, Metrics, Sustainment, and Software Assurance
As part of an ongoing effort to keep you informed about our latest work, I would like to let you know about some recently published SEI technical reports and notes. These reports highlight the latest work of SEI technologists in resilience, metrics, sustainment, andsoftware assurance. This post includes a listing of each report, author(s), and links where the published reports can be accessed on the SEI website.
Don't Waste Time Tracking Technical Debt
Tracking technical debt sounds like the responsible thing to do. If you don’t track it, you can’t understand the scope of it. But whatever you record in your backlog will never be an accurate or complete record of how much debt you actually have – because of the hidden debt that you’ve taken on unintentionally, the debt that you don’t understand or haven’t found yet. More importantly, tracking work that you’re not going to do is a waste of everyone’s time. Only track debt that everyone (the team, the Product Owner) agrees is important enough to pay off.
How to Calculate Technical Debt
“More CIOs are turning their attention to technical debt,” says Habeck. “They want to identify and categorize it, quantify the cost of it, and estimate the cost and benefit of paying it down.” CIOs’ reasons for measuring technical debt vary, from building business cases for core renewal projects to stretching limited maintenance dollars to preventing business disruption, observes Scott Buchholz, a director with Deloitte Consulting LLP’s Systems Integration practice. Buchholz adds that CIOs may undertake a portfoliowide assessment of technical debt to uncover the IT department’s most costly and severe problems and help prioritize maintenance work.
The Secret Behind Selecting The Right Enterprise Architecture Tool
Often, when we get into the room with an organization in the evaluation phase, they tell us about how the EA tool(s) they have used in the past delivered little value and poor insights. They want to jump right into the functionality our tools provide as if the functions themselves are the missing puzzle piece. Yes, it’s important to access the metamodel and to be able to load and manage the data repository. But it’s also integral to understand data reports and analytics as well as ensure security and scalability. The tools can almost always collect the data; it’s what you do with the data that creates value. That value can only be measured against goals, so that is typically the first bridge to cross.
Quote for the day:
"Show me the man you honor and I will know what kind of man you are." -- Thomas John Carlisle
On the plus side, the waterproof material making up the Grip's body is surprisingly comfortable, though I've got to wonder just how nice it'll feel when it's pressed up against my skin mid-marathon. Speaking of working in motion, the Grip also seemed to accurately monitor my steps, which was honestly about all I could do with it. Too many of the Grip's best features just aren't ready for testing yet, but one thing seems clear: The Grip has potential. Whether or not the finished product lives up to it is another question entirely, and one we hope to answer soon.
The Impact of the Technological Revolution
This video summarizes the first chapter of the book Reinventing the Company in the Digital Age, “The Impact of the Technological Revolution”, where authors Philip Evans, Kenneth Cukier, Geoffrey Moore and Haim Mendelson analyze the effects of technological changes in the business world. The increasing speed of technological change is transforming all sectors. Big data plays a fundamental role. Big data will change society and government. In this new scenario obsolete companies need new business models that interact with clients.
The 13 building blocks of Information Governance
The exercise is best conducted with at least 3 or 4 seasoned executives, depending on the scope of the IG program. Best results are achieved if they’re all jointly in one room (though it can be done individually). Both Business and IT must be represented if the outcomes are to be meaningful and find support from other executives later on. You can either run an As-Is assessment by itself or, additionally, collect the organization’s medium- to long-term IG maturity ambition (To-Be). The Capgemini IGMM automatically maps this out in a neat spider diagram and produces a maturity score, rounded to one decimal point, e.g. 2.7.
Information Governance, Records Principles and Risk Management
From the top down, those responsible for directing and leading information governance in the organization need to make an assessment of the risk of doing nothing, informed by the state of their existing practices and – importantly – the volatility of their information environment (think file shares, e-mail and SharePoint!). They need to recognize that in many cases their digital records are being held in fundamentally unstable environments and, as a result, are in a state of decay. This means that concerns about the challenges of getting their electronic content in order are usually far outweighed by the fact that the content – from a records point of view – is already broken.
Big data, privacy and cyber security breaches – why information governance is critical
While the proliferation of data has been caused by technology, it is also technology that is providing rapidly evolving tools to manage the exponentially increasing data. However, technology is only part of the solution, as IG strategy, policies, processes, people and technology all need to be aligned, to deliver on the objective of maximising the value of the information and minimising risks and costs. There is a rapidly growing market for technology solutions in the IG sphere for the wide spectrum of information management needs. And there are many technology options for managing ICT security, eDiscovery, RIM and compliance, etc.
IT Strategy: Boardrooms must adapt to new technologies or risk monolithic failure
The worst boards I ever served on were diametrically polarised. One had accountants and lawyers and no knowledge of the technology or market, while the other was weighed down by techies who knew nothing about accounting, the law, marketing or sales. In the first case, they stood no chance of appreciating the technology, product or market; in the second, the time to learn the basics of business was protracted. For one of these companies, this turned out to be fatal, and it was extremely damaging for the other. The magic formula for success involves a diverse and adaptable board and management team willing to learn and take measured risks.
Resilience, Metrics, Sustainment, and Software Assurance
As part of an ongoing effort to keep you informed about our latest work, I would like to let you know about some recently published SEI technical reports and notes. These reports highlight the latest work of SEI technologists in resilience, metrics, sustainment, andsoftware assurance. This post includes a listing of each report, author(s), and links where the published reports can be accessed on the SEI website.
Don't Waste Time Tracking Technical Debt
Tracking technical debt sounds like the responsible thing to do. If you don’t track it, you can’t understand the scope of it. But whatever you record in your backlog will never be an accurate or complete record of how much debt you actually have – because of the hidden debt that you’ve taken on unintentionally, the debt that you don’t understand or haven’t found yet. More importantly, tracking work that you’re not going to do is a waste of everyone’s time. Only track debt that everyone (the team, the Product Owner) agrees is important enough to pay off.
How to Calculate Technical Debt
“More CIOs are turning their attention to technical debt,” says Habeck. “They want to identify and categorize it, quantify the cost of it, and estimate the cost and benefit of paying it down.” CIOs’ reasons for measuring technical debt vary, from building business cases for core renewal projects to stretching limited maintenance dollars to preventing business disruption, observes Scott Buchholz, a director with Deloitte Consulting LLP’s Systems Integration practice. Buchholz adds that CIOs may undertake a portfoliowide assessment of technical debt to uncover the IT department’s most costly and severe problems and help prioritize maintenance work.
The Secret Behind Selecting The Right Enterprise Architecture Tool
Often, when we get into the room with an organization in the evaluation phase, they tell us about how the EA tool(s) they have used in the past delivered little value and poor insights. They want to jump right into the functionality our tools provide as if the functions themselves are the missing puzzle piece. Yes, it’s important to access the metamodel and to be able to load and manage the data repository. But it’s also integral to understand data reports and analytics as well as ensure security and scalability. The tools can almost always collect the data; it’s what you do with the data that creates value. That value can only be measured against goals, so that is typically the first bridge to cross.
Quote for the day:
"Show me the man you honor and I will know what kind of man you are." -- Thomas John Carlisle
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