Blending Intuition and Business Analytics
Innovation is happening at lightning speed . . . and one of the core questions that should be asked is this:
. . . do we have the requisite skill sets to "test" the integration of "future state" infrastructure ?? Most software implementations or Change Management initiatives are designed according to "current state" -- but due to the speed of change, and the length of time most large-scale projects take to implement
it is far too common that new programs, both technological or procedural, once they are finally ready to launch, are introduced into a business environment much different from the one for which they were "originally designed"
INNOVATION MGMT is a core "building-block template" for addressing Best Practice Analytics in a rapidly changing marketplace. Grounded in ITIL (Information Technology Infrastructure Library), INNOVATION MGMT also incorporates cognitive behavioral models more often seen in shamanic initiations or the mental / spiritual states of martial artists
Business Psychic . . . Psychic Business
Psychic ability is best seen as high-level pattern recognition and is "most effective" when used primarily as a tool for Risk Mitigation . . . My work is grounded in utilizing Clairvoyance and Remote Viewing "skills" in conjunction with Best Practice Analytics for a more "complete" picture of potential "roadblocks to Success"
. . . do we have the requisite skill sets to "test" the integration of "future state" infrastructure ?? Most software implementations or Change Management initiatives are designed according to "current state" -- but due to the speed of change, and the length of time most large-scale projects take to implement
it is far too common that new programs, both technological or procedural, once they are finally ready to launch, are introduced into a business environment much different from the one for which they were "originally designed"
INNOVATION MGMT is a core "building-block template" for addressing Best Practice Analytics in a rapidly changing marketplace. Grounded in ITIL (Information Technology Infrastructure Library), INNOVATION MGMT also incorporates cognitive behavioral models more often seen in shamanic initiations or the mental / spiritual states of martial artists
Business Psychic . . . Psychic Business
Psychic ability is best seen as high-level pattern recognition and is "most effective" when used primarily as a tool for Risk Mitigation . . . My work is grounded in utilizing Clairvoyance and Remote Viewing "skills" in conjunction with Best Practice Analytics for a more "complete" picture of potential "roadblocks to Success"
60 Minute Intuitive Coaching Session
analyticsSoftware implementations that fail typically do so because they fail to develop workable, effective communication protocols
same could be said, of course, for a marriage or a little league baseball team and without a clear strategic vision and overt executive sponsorship, any program introducing large-scale change will stagger along producing erratic, only marginally effective results . . . it is better to take the time to know what you want -- and communicate that want to those on your team who need to know it than to charge ahead without a clear picture of where you want to be AND WHY the zen koan: "Right thought, right action" should always be at the foundation of all steps moving forward clarity is GOOD |
test designAs a corporate analyst, writing test cases and designing test plans was one of my core skills
a big problem in test design is a lack of detail, either as a line item step by step desciption in the cases themselves . . . or a gap in the architecture delineating structural relationships and ancillary systems computers don't do well with body language nor "intentions" -- programmers need clear concise instructions in order to write clear concise code one of the major challenges in testing is typically the lack of a clear strategic vision in the initial build and this "fuzziness" (if it exists -- which 9 times out of 10, it does) means that finding what "went wrong" far too often means changing what has already "been built" which puts everything else at risk, too |
release managementMost Graduate programs push the Aristotelian notion of specificity -- developing expertise in a narrowly-defined field of study
this mode of thinking, translated into a corporate setting, leads to "silos" Without centralized and effective communication, working within these "silos" may lead to incomplete analysis and the introduction of additional (and unnecessary) levels of risk workers with great skills in specific areas -- a tremendous asset when working at a micro-level . . . but often a hindrance when trying to get a holistic view from 50,000 feet above |
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The two most common reasons for a software implementation to have "issues" are 1) data integration requirements for all existing legacy systems are problematic and systems don't "talk" to one another
or 2) late in the game additional requirements and/or wishes are introduced, often times leading to a condensed time line for the creation and testing of those changes. Both will potentially impact the stability of a given system. From an organizational change perspective, the two most common deterrents to effective change management are 1) lack of effective, overt executive sponsorship and 2) conflicting messages either in type or decree. |
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All content Copyright © Rudolph Terry Andrew Brewer
Profile Photos Copyright © Trisha Ventker
For more information, please email Andrew
andrew@andrew-brewer.com
Profile Photos Copyright © Trisha Ventker
For more information, please email Andrew
andrew@andrew-brewer.com