Remove Airlines Remove Development Remove Innovation Remove Retail
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The Agile Manager

Not to mention, the acceleration of innovation - a WSJ article recently cited a McKinsey study that had suggested 10 years of innovation was compressed into a 3 month window - has created opportunities that were not practical just a year ago. Is brick-and-mortar retail dead? Are cities dead? Is cash dead? These are less useful.

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Fundamentals

The Agile Manager

A small merchant wanting to do more business digitally didn't have the balance sheet to finance development of digital capabilities, let alone drive consumer behavior change to use those capabilities. Airlines and large industrial firms are national champions and governments have a history of rescuing their champions.

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Utilities, Strategic Investments, and the CIO

The Agile Manager

Each is a new take on an old theme, echoing one part of the contradiction that has riddled every business with a captive technology department: we want to minimize how much we spend on IT, and we want IT to be a source of innovation. Fashion magazines are launching electronic retail sites. Nor should they on a technology utility.

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Organise your engineering teams around the work by reteaming

Abhishek Tiwari

Let's take an example of retail as a domain of interest. One way to create a Spotify model inspired engineering organisation is to organise long-lived squads by retail business process hubs - i.e. specialisation around business process. It is one of the ways you can organise your engineering teams in a retail environment.

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Are Microservices to Ecosystems as Core Competencies were to Conglomerates?

The Agile Manager

The thinking was that by owning the supply chain from raw materials to retail outlets, a firm had direct control over its entire cost structure, making it better able to squeeze efficiencies out of it and being less susceptible to supply shocks. As far back as the 19th century, industrial firms pursued vertical integration strategies.

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Capital Structures and Organizational Pathologies: Tech Investments in Debt-Fuelled Capital Intensive Companies

The Agile Manager

Suppose that the operating company is in a firefight for market share, where the primary weapons are customer-facing technology (as is happening in retail, entertainment, and, to a lesser extent, airlines - all of which have capital intensive asset-cos side-by-side with cash generative op-cos.).