Does your Technology Pillar Position You to Achieve?

Challenges in Balancing People, Process, and Technology – Part 3

The critical need for successful Technology, which always seems to be on the precipice of failure, might well be the most fascinating paradox of the three Pillars. While a successful Technology strategy can be a major differentiator, it can also completely paralyze an organization and it’s ability to operate.

Organizations have many choices to make with respect to Technology. This includes not only the hardware and software to be utilized, but also the standards, governance, and principles that will guide an organization in making use of its Technology. Complicating factors include the rapid rate of change and evolution of the technology industry as well as an expansion in the number of people with diverse technical skills.
[ Full Story –, William Gardner, Feb 17, 2015 ]

Adapting Big Data Governance: Business Buy-In and Technology

Governance is one of those issues frequently mentioned with Big Data, but few pieces go into depth about what that means. So this week, I’ve focused on what several expert sources say about Big Data governance.

First, I shared four new governance challenges Big Data creates. The next day’s post focused on how to prioritize, simplify and adapt for two of those challenges _— data roles and a broader, enterprise-approach to the data.

Today, I’m wrapping up with a look at what experts say about the next two problem areas: business buy-in and technical challenges.

Business Buy-In

In my previous post, I shared how Big Data creates broader business involvement and explained the problems that this can create. Involvement isn’t enough, though. For success, you’ll also need to ensure that business users understand, appreciate and support Big Data governance.

Prioritize: Middle managers are often the cause of slow adoption and maturity, writes Avi Kalderon,  NewVantage Partners’ practice leader for Big Data and Analytics, in “10 Steps to Big Data Success.” That’s because they tend to be the skeptics, so be sure to prioritize winning over LOB middle managers.

Is your Process Pillar Aligned for Success?

Challenges in Balancing People, Process, and Technology – Part 2:

Isn’t Process supposed to make our work and tasks easier and more predictable (repeatable)? Sure, it should be an enabler and yet can easily become a disaster. Too many companies rely on Process to its detriment in trying to solve complex problems. While Process is supposed to minimize mistakes and omissions, improve quality of work products, and ensure consistency of execution, it can also cripple an organization and result in progress grinding to a halt.

The application of Process and methodology has become a core behavior in solving problems, based on decades of use and evolution. But this evolution isn’t without its pitfalls. While advances have been made, we remain burdened with projects that have unacceptably high costs, riskiness, and lengthy time-to-market. It is time to take a closer look at how we got to this point and why some evolution is just not natural.

[ Full Story – – William Gardner – Feb 4, 2015 ]