Coming back to my original love..Enterprise Architecture and where exactly this field fits in the current scheme of things. Which role in a company is most suitable to handle this?CIO/CEO? Numerous companies big and small have tried to get their hands around this field and have still not got there..
Agreed that this strategy is going to be slightly different for different companies/fields but a basic framework more tighter than Zachman and TOGAF seems to be the need of the hr.
Despite governance software (read SOA),looks like companies like HP are still trying to figure how to get to the pinnacle...IBM has some ideas but aligning IT strategy and business goals remains a challenge even now..
Lets see who gets there first ..
More thoughts to follow...
Sunday, September 27, 2009
Sunday, September 13, 2009
Power in the interstices
As more and more R & D is being done in the innovation that lies in the interstices between disciplines/fields, the medici team is busy taking examples of practical applications in this area. Some of them include:
1. Volvo’s Vision for Collision Safety Based on the African Grasshopper’s Vision
2.Fighter aircrafts and cross-country skiing
3. Bionics and the how robots are getting influenced with cognition, regenerative medicine and bioengineering..
While majority of the people in the world continue to live in their own silos, it is people who think differently, think in the interstices that seem to be getting it right...
Interesting stuff..
1. Volvo’s Vision for Collision Safety Based on the African Grasshopper’s Vision
2.Fighter aircrafts and cross-country skiing
3. Bionics and the how robots are getting influenced with cognition, regenerative medicine and bioengineering..
While majority of the people in the world continue to live in their own silos, it is people who think differently, think in the interstices that seem to be getting it right...
Interesting stuff..
Saturday, September 12, 2009
Living a perfect day
One of Robin Sharma's best thoughts: (IMHO)
What was the best day you've had in the past 12 months? What made it so special - and unforgettable? What things were you doing that time that gave you those superior results? Once you know what works, you can set about doing them with greater consistency. And consistency is the generator of Mastery.
Here are 4 recommendations for a perfect day:
1. Get up early. Getting up early is a gift you give yourself - once you install the habit. Yes, that's hard at first but after a few weeks you'll have more time for yourself every morning - time to think/read/visualize/exercise and set yourself up for superb results.
2. Run a schedule. I write more about this in The Greatness Guide where I say: "The things that get scheduled are the things that get done." Success and happiness don't happen by accident. No, they occur through conscious choice. Schedule your priorities and the most important things in your life so you can get them done.
3. Stand in Gratitude. While there are so many things you could do to ensure a great/perfect day, I find spending even 5 minutes in gratitude reshapes the way I perceive my day. Please remember, stress and gratitude can't share the same room. And you'll see more of what you pay attention to. So focus on best and block out the rest.
4. Growth. Much as we resist change, the fact is human beings are happiest when we are growing. To live perfect days, do things that move you out of your comfort zone and into your Discomfort Zone. A day with zero growth is a day unfully lived. Fears faced die speedy deaths.
What was the best day you've had in the past 12 months? What made it so special - and unforgettable? What things were you doing that time that gave you those superior results? Once you know what works, you can set about doing them with greater consistency. And consistency is the generator of Mastery.
Here are 4 recommendations for a perfect day:
1. Get up early. Getting up early is a gift you give yourself - once you install the habit. Yes, that's hard at first but after a few weeks you'll have more time for yourself every morning - time to think/read/visualize/exercise and set yourself up for superb results.
2. Run a schedule. I write more about this in The Greatness Guide where I say: "The things that get scheduled are the things that get done." Success and happiness don't happen by accident. No, they occur through conscious choice. Schedule your priorities and the most important things in your life so you can get them done.
3. Stand in Gratitude. While there are so many things you could do to ensure a great/perfect day, I find spending even 5 minutes in gratitude reshapes the way I perceive my day. Please remember, stress and gratitude can't share the same room. And you'll see more of what you pay attention to. So focus on best and block out the rest.
4. Growth. Much as we resist change, the fact is human beings are happiest when we are growing. To live perfect days, do things that move you out of your comfort zone and into your Discomfort Zone. A day with zero growth is a day unfully lived. Fears faced die speedy deaths.
Steve Jobs 10 magical principles
About the 10 things Steve Job thinks:
#10. On Management
My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects.
And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be.
#9. On Hiring
Recruiting is hard. It’s just finding the needles in the haystack. You can’t know enough in a one-hour interview.
So, in the end, it’s ultimately based on your gut. How do I feel about this person? What are they like when they’re challenged? I ask everybody that: ‘Why are you here?’ The answers themselves are not what you’re looking for. It’s the meta-data.
#8. On Firing
We’ve had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren’t going to lay off people, that we’d taken a tremendous amount of effort to get them into Apple in the first place — the last thing we were going to do is lay them off.
#7. On a CEO succession Plan
I mean, some people say, ‘Oh, God, if [Jobs] got run over by a bus, Apple would be in trouble.’ And, you know, I think it wouldn’t be a party, but there are really capable people at Apple.
My job is to make the whole executive team good enough to be successors, so that’s what I try to do.
#6. On Product Strategy
It’s not about pop culture, and it’s not about fooling people, and it’s not about convincing people that they want something they don’t. We figure out what we want. And I think we’re pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That’s what we get paid to do.
We just want to make great products. (I think he means “insanely great products!“)
5 Leadership Mantras
#5. On Leadership
So when a good idea comes, you know, part of my job is to move it around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people, get different people together to explore different aspects of it quietly, and, you know – just explore things.
#4. On Evangelism
When I hire somebody really senior, competence is the ante. They have to be really smart. But the real issue for me is, Are they going to fall in love with Apple? Because if they fall in love with Apple, everything else will take care of itself.
They’ll want to do what’s best for Apple, not what’s best for them, what’s best for Steve, or anybody else. (this actually reiterates my oft-repeated mantra of “ubiquitous evangelism” in companies)
#3. On Focus
People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully.
#2. On the User Experience
Our DNA is as a consumer company — for that individual customer who’s voting thumbs up or thumbs down. That’s who we think about. And we think that our job is to take responsibility for the complete user experience. And if it’s not up to par, it’s our fault, plain and simply.
#1. On Creativity
That happens more than you think, because this is not just engineering and science. There is art, too. Sometimes when you’re in the middle of one of these crises, you’re not sure you’re going to make it to the other end. But we’ve always made it, and so we have a certain degree of confidence, although sometimes you wonder.
I think the key thing is that we’re not all terrified at the same time. I mean, we do put our heart and soul into these things.
#10. On Management
My job is to not be easy on people. My job is to make them better. My job is to pull things together from different parts of the company and clear the ways and get the resources for the key projects.
And to take these great people we have and to push them and make them even better, coming up with more aggressive visions of how it could be.
#9. On Hiring
Recruiting is hard. It’s just finding the needles in the haystack. You can’t know enough in a one-hour interview.
So, in the end, it’s ultimately based on your gut. How do I feel about this person? What are they like when they’re challenged? I ask everybody that: ‘Why are you here?’ The answers themselves are not what you’re looking for. It’s the meta-data.
#8. On Firing
We’ve had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren’t going to lay off people, that we’d taken a tremendous amount of effort to get them into Apple in the first place — the last thing we were going to do is lay them off.
#7. On a CEO succession Plan
I mean, some people say, ‘Oh, God, if [Jobs] got run over by a bus, Apple would be in trouble.’ And, you know, I think it wouldn’t be a party, but there are really capable people at Apple.
My job is to make the whole executive team good enough to be successors, so that’s what I try to do.
#6. On Product Strategy
It’s not about pop culture, and it’s not about fooling people, and it’s not about convincing people that they want something they don’t. We figure out what we want. And I think we’re pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That’s what we get paid to do.
We just want to make great products. (I think he means “insanely great products!“)
5 Leadership Mantras
#5. On Leadership
So when a good idea comes, you know, part of my job is to move it around, just see what different people think, get people talking about it, argue with people about it, get ideas moving among that group of 100 people, get different people together to explore different aspects of it quietly, and, you know – just explore things.
#4. On Evangelism
When I hire somebody really senior, competence is the ante. They have to be really smart. But the real issue for me is, Are they going to fall in love with Apple? Because if they fall in love with Apple, everything else will take care of itself.
They’ll want to do what’s best for Apple, not what’s best for them, what’s best for Steve, or anybody else. (this actually reiterates my oft-repeated mantra of “ubiquitous evangelism” in companies)
#3. On Focus
People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully.
#2. On the User Experience
Our DNA is as a consumer company — for that individual customer who’s voting thumbs up or thumbs down. That’s who we think about. And we think that our job is to take responsibility for the complete user experience. And if it’s not up to par, it’s our fault, plain and simply.
#1. On Creativity
That happens more than you think, because this is not just engineering and science. There is art, too. Sometimes when you’re in the middle of one of these crises, you’re not sure you’re going to make it to the other end. But we’ve always made it, and so we have a certain degree of confidence, although sometimes you wonder.
I think the key thing is that we’re not all terrified at the same time. I mean, we do put our heart and soul into these things.
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