As a client, it often takes a lot of time and effort to start an engagement with a consultancy, especially if it’s a significant investment or a strategic project. Finding support and sponsors, securing funding, deciding on tools, and identifying a strategic partner are all important and time-consuming tasks.
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I can’t tell you how often I’ve spoken with CIOs and CTOs who say they have a gap in their team’s capability, but can’t quite identify what that gap is or how big it is. They just know they need a fresh perspective to solve old problems.
If any of these scenarios sound familiar, then you may be in a similar situation:
Recently I've been reading Designing Your Life, by Bill Burnett and Dave Evans, who are both lecturers at Standford's famed d.school. The book introduces some of the theories of design thinking and one of the points they revisit a few times is the idea of "start(ing) where you are". I really like how practical and...
"Surely this is a simple change" or "I've got a nephew that built a mobile app in days".
These are common reactions from stakeholders immediately after they hear the expected cost to get a new feature/product into the hands of their customers. These needn't be difficult conversations - you just need a map to...
Something I’ve consistently observed in my career is the difference in capabilities between in-house and consulting engineering teams. I absolutely believe there is a need for both and the challenge for CIOs is to strike the right balance between the two. Why both? See my example below.
What I love about digital technology is that you can see the impact of your work more or less immediately. I also love that it’s always changing; we’re never done. There’s always work to do that improves the sales funnel or customer experiences. Or a new technology to incorporate. Or a new way of working. You can’t...