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David
SF Bay area
Deep experience with enterprise IT, software and the business of technology management.
Interests: technology management techniques from the smallest to largest companies; business model innovation; literature & writing.
Recent Activity
Real competitive advantage via IT is now based on service innovation, and the implications for talent management and recruiting are far reaching. A recent white paper from the University of Cambridge (http://www.ifm.eng.cam.ac.uk/ssme/documents/080428ssi_us_letter.pdf) brings to mind a distinction I make between First-order business cases, which are based on the automation of some task or business process, and Second-order business cases, which are based on the integration of first-order solutions, and Third-order business cases, which are based on the improved management of second-order solutions. Most IT projects are now based on second and increasingly third order business cases: Commodity technologies are still finding their way into first-order solutions, but mostly in late adopter sectors, such as governmental services. In almost all businesses, most of the low-hanging automation business cases have already been picked & consumed, or already thrown out onto technology compost heap. Yet our education and training methods for preparing our IT workforce are still largely based on first-order automation and its constituent technologies: We still teach the design of operating systems, compilers, train on low-level programming languages, etc. But as a percentage of industry labor, such base technology work is rare, and, outside of the open source community, limited to... Continue reading
Posted Apr 19, 2010 at Any Wino Theory
David is now following The Typepad Team
Mar 15, 2010
I am trying to regain some perspective after splitting my days between startups charging along at a break-neck pace and corporate IT chugging along well-worn rails. The startup IT world is compelling in its creative fecundity – new features and functions pouring forth from the latest open-source tools, operated by young, intelligent, energetic workers that slough off disappointments and set-backs with a shot of Red Bull. But so much of the startup world’s data today is, frankly, trivial and disposable: Children’s games, reservoirs of transient messages, amusements and eye candy; “nice to have” information of all sorts, but very little of primary importance. In part, this is because very few enterprise software firms remain after a decade of consolidation, and those firms are so large, little enterprise software gets built at startups anymore. Even when a startup’s data is important (such as personal finances), web data is usually redundant to a “real” system of record in an enterprise somewhere. So much web data is therefore, ultimately, disposable. No wonder startup’s view testing as a troubling annoyance, and really love the idea that customers can and will test for them. The corporate IT world is also compelling -- in its devotion... Continue reading
Posted Feb 11, 2010 at Any Wino Theory
David has shared their blog Any Wino Theory
Dec 11, 2009