by Richard Veryard
There is an huge gap (asymmetry) between the information requirement (as stated by the DoJ) and the data on Google’s database. In a service-oriented grid-enabled world, it would seem to make more sense (and raise fewer privacy concerns as well) for the DoJ to collaborate with Google (and its competitors) – to compose intelligent and relevant analytical enquiries that can be run by Google (as a service, albeit commandeered by the Government) to help solve the DoJ’s problem.
by Richard Veryard
Who is going to want the kind of user-defined policies I talked about in the podcast (see previous post)? What are the strategic implications for banks and other service providers?
by Richard Veryard
Transcript from podcast, in which Richard provides an example of user-defined policy in the context of banking services.
Podcast with Philip Boxer, Richard Veryard and Ron Jacobs released on Microsoft Channel Nine.
by Philip Boxer
What is at stake is the ability of organisations to organise themselves around the needs of their customers, instead of requiring their customers to organise themselves around what the organisation is able to provide.
by Philip Boxer
Asymmetric demands require you to pay attention to what you don’t know…
by Richard Veryard
Many industries (including entertainment and pharmaceuticals) have a heavy reliance on blockbuster products. Asymmetric demand represents a serious challenge to this business model.
by Philip Boxer
In the previous blog on the three agilities, a list of benefits identified by a Gartner report on agility (“The Age of Agility”, 2002) was organised into three groups corresponding to three types of agility. Why? And what does this tell us about what is required to deliver type III agility?
by Philip Boxer
This post introduces three forms of agility. Looked at in terms of competitive advantage, Agility I and II can contribute to greatly improved operational efficiencies and effectiveness in relation to defined forms of demand.
But it is Type III agility that is needed to cope with turbulent or dynamic markets in which the supplier faces significant variety in the forms of demand it is encountering.
by Richard Veryard
This post provides a brief explanation of the three asymmetries, extracted from our Microsoft Architecture Journal article.