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The Technology Garden: Cultivating Sustainable IT-Business Alignment | Computing | Subjects | Wiley
Notify Me We will send an email as soon as we get it in stock. Write a Testimonial Few good words, go a long way, thanks! Personalize Gift card We will send an email to receiver for gift card. Continue Shopping Checkout. The Technology Garden falls into neither of these. Instead, the authors all well-respected industry analysts have written a book that attempts to encourage both sides of the IT-business divide to treat each other with a little more respect and understanding.
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In doing so, they have created a work that may struggle to find a popular readership among either group. This is a pity, because there is much in The Technology Garden for the more open-minded members of the IT and business fraternities to reflect and even to agree on.
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Certainly, its basic premise — that, like a real garden, IT estates respond better to sustainable management policies than to bouts of point-solution investments — should strike a chord on both sides of the IT divide. Similarly, their codicil to this argument, that sustainable IT management can only flourish where there is mutual trust between both camps, is also hard to deny. As always, however, the devil may be in the detail. There is, for example, a thorough investigation of how best to break down the language barriers that commonly blight IT-business communications and a well-argued case for establishing a peer relationship between IT and business.
The Technology Garden: Cultivating Sustainable IT Business Alignment
All of this detailed advice is written in a manner that seems expressly designed not to ruffle feathers on either side of the IT-business divide. Instead, it takes an even-handed approach to the virtues of establishing an enterprise architecture-informed approach to both business and IT planning, and makes it clear that those on both sides of the gap have a mutual interest in making it work.
A positive answer might be overly generous. Recognizing the long haul ahead will help to identify performance.
If truly disruptive, your innovation experiments will need time to prove credible product-market fit. In this case, measuring the time taken from idea to prototype - time-to-insight - can showcase the value of experimentation since the faster you experiment, the faster you learn, the faster you remove uncertainty and get to deliver business value. Use those learnings to fine tune your innovation portfolio in regards to priorities and allocation of resources across products.
Innovation is a team sport made up of many roles and players that will bring ideas to the goal.
It requires a diversity of perspectives and backgrounds to create a truly disruptive innovation. When looking to create product innovation, you will need to create a cross-functional team with accountability and follow-through at every level.
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Product teams should be small, made up of seven to 10 people, and cross-functional with a diversity of backgrounds from engineering and support to sales and marketing.