In 2001, a group of software developers got together at a ski lodge to discuss a better way to develop software. The outcome was the Agile Manifesto, a constitution for a new way to build software. What followed was the agile movement, which values:
I know a number of organisations that struggle with developing an agile mindset. And I don’t mean the agile methodology such as scrum but simply an agile mindset and culture. There’s a ton of reasons why this is challenging for so many businesses out there, many of which are cultural, including a lack of vision for innovation at management levels and the classic business versus IT syndrome. Focus on the word “versus” in the last phrase! It’s hard to drive collaboration; it’s tough to change the status quo; it's difficult to get IT practitioners themselves to move away from “following the process” to a paradigm that says “how can I deliver to the business faster and cheaper, applying proper governance?”
Five Keys to Ending the Battle Between Business and IT ebook
It's interesting to reflect on what is happening within the BI space. Everyone, but everyone, wants to unlock the potential of gaining insights from both within their corporate data as well as data from external sources such as social media. Market pressures have forced a change from the old paradigm of enterprise data warehouses that took years and a lot of money to develop and to support to the new paradigm of data visualisation and democratised data access throughout the organisation. It’s been like a gold rush of data visualisation technologies and big data constructs. Many ambitious projects still struggle or at best provide a limited insight relative to the vast knowledge locked away in their own corporate data. Cost, timelines and reliability of data still remain.