2. Start where you are – the second guiding principle of ITIL4
Start where you are is a guiding principle of ITIL4 where it is important to understand what the IT department is already doing to provide value to the business
1. Focus on Value – the first guiding principle of ITIL4
The 1st guiding principle of ITIL 4 is focus on value and it might be a bit to abstract to help IT organizations improve in making decisions
BBC: Museum of the Future: The building designed by an algorithm
An example of the innovative building process using digital initiatives, like BIM
Gartner: Top Strategic Predictions for 2020 and Beyond
Gartner predicts the technology trends for 2020 and beyond
IEEE SPECTRUM: Your Navigation App Is Making Traffic Unmanageable
Navigation Apps have a limited set of data on roads and that creates problems when offering routes to drivers
The Financial Brand: Culture, Not Technology, Key to Digital Transformation Success In Banking
Article by The Financial Brand about the need to address cultural change as an (maybe the most) important aspect of digital transformation in banking and financial services.
MIT Technology Review: Bill Gates: How we’ll invent the future
Bill Gates was asked by MIT Technology Review to curate a list of 10 Breakthrough Technologies of 2019. Here is his introduction into his list: The 10 technologies Bill Gates put onto his list: Robot dexterity New-wave nuclear power Predicting preemies Gut probe in a pill Custom cancer vaccines The cow-free burger Carbon dioxide catcher An ECG on your wrist Sanitation without sewers Smooth-talking AI assistants Bill Gates explaines the list here: Related Articles
INC.: To Drive Innovation, Cities Need to Look to Ecosystems Rather Than Incentives
What makes a city attractive for new companies to settle?
The Value Chain Constraint
The role of technology in relation to the value chain explained by the example of Amazon and Walmart
S+B: You can’t benchmark culture
Many managers and consultants approach organizations as if it is a closed and mechanical system. They expect to be able to freeze the organization, do a major change and then unfreeze to get the expected results. The acquisition of an innovative company in order to eject their mindset and culture into the organization is an example of that approach. Getting an interior designer to change the office into a Google playground is a similar idea. It doesn’t work that way. Organizations are more like open and organic systems. Rather than using surgery to replace unwanted parts, you can better teach and develop the organization to perform. And in order to…