BPT

When you think about it. Everything revolves around a “Product”. Business/Industry/Investors, all think in terms of Products. Not Software, Architectural or some other artifacts. After Business decided they know WHY do the need it, product owners and business analyst are iterating to define WHAT business wants. Just then it is feasible to deploy the consistent plan to the Technology people, to decide HOW will it be done. The better information they have the less time they will spend iterating to “understand the thing”. Better means detailed, articulated, with requirements managed and clarified. No ambiguities. ...

IMPORTANT When someone says “we have a workflow for that,” they mean one of (at least) three things. Ask which. The answer tells you whether you are looking at a business decision, a description of one, or a piece of plumbing. One word, three jobs Start with something older than software. A workflow was a paper routing slip. A form moves desk to desk: approve, stamp, forward to accounting. Each desk does one step. The slip records where it is and what has already happened to it. If a clerk quits mid-task, someone finds the slip in the in-tray and picks it up, because the state is written on it. ...

The other day I stumbled upon good article (again) on the BCG (Boston Consulting Group) site: BPT vs Agile https://www.bcg.com/publications/2024/why-companies-get-agile-right-wrong My summary so far BCG’s finding: only about half of companies claiming high agile maturity actually achieved transformation goals with real business impact — while in the same time 47% adopt the practices but get none of the benefit. Naturally those accused of “operating under the illusion of agility”, will be (very) weary of adopting “yet another ideology” on top of or instead of agile. ...

That’s not a joke about forever confused CEO. It’s the default state of most AI hopefuls. The Perpetual State of Confusion Every vendor pitch, every all-hands, every roadmap slide is full of words everyone nods at: “agentic,” “AI-native,” “transformation.” Nobody stops the meeting to ask what they actually mean for this business, this process, this P&L line. So the nodding continues. Budgets get approved. (AI) Pilot gets funded. And six months later, nobody can explain why the thing doesn’t work — because nobody could explain, at the start, what “working” was supposed to look like. ...

The Flight Plan and the Autopilot The elusive goal of the “Competitive Advantage” What will “give” the “competitive advantage” is the Operational model, in order to navigate the whole organization around that huge iceberg of legacy. https://method.dbj.org/shop/ OP model introduction is not simple. But its worth it. Especially if organization is small(ish) and not too calcified. Just decide on one OP model, implement it and follow it. AI or no AI. ...

A Ferrari V12 engine dropped into a wooden farm cart. That is not satire. That is the exact situation most organizations are in right now. The engine is state-of-the-art. The cart is nineteenth century. The wheels are wooden. There is no drivetrain, no chassis rated for the load, and nowhere to sit. The moment you open the throttle, the cart disintegrates. What “AI Ready” Actually Means AI-readiness is not a technology procurement question. It is not about which model you license, which cloud you use, or how many GPU hours you can afford. Those are secondary. ...