The shape of the future is discernible if we can find the relevant patterns.
Stories by Thornton May
Organizations won’t reap the rewards of powerful collaboration tools if they don’t make collaboration itself a strategic priority.
In our interdependent age, everything depends on a series of collaborations, and yet collaboration remains largely unmeasured and unmanaged.
While every career involves a bit of luck and serendipity, they can and should be managed.
We in IT need to lead. Within the enterprise, we need to be perceived as leaders. We need to articulate the value we bring to the table.
I recently have been sounding ahead-of-the-curve executives about the questions we should be asking about the future. Here are five of particular importance.
In their introduction to Arc 2.1: Exit Strategies, "Escaping reality," editors Simon Ings and Sumit Paul-Choudhury tell us that "ninety-six percent of the cosmos is ineffable" -- incapable of being expressed or described in words. In addition to reminding us of the widely accepted scientific fact that 96% of our universe is made up by yet-to-be-explained dark matter and dark energy, their point -- I think -- is that it is in our imagination (our ability to make stuff up) that the future lies.
<a href="http://www.computerworld.com/article/2485655/personal-technology/no-second-reel--blockbuster-to-close-remaining-stores--end-dvd-service.html">Blockbuster</a>. <a href="http://www.computerworld.com/article/2490305/smartphones/steven-j--vaughan-nichols--bye--nokia--nice-knowing-you.html">Nokia</a>. <a href="http://www.computerworld.com/article/2470561/computer-hardware/can-ink-jet-save-kodak-.html">Kodak</a>. Most businesspeople know what they have in common. They are all companies whose footsteps you don't want to follow.