For a very long time planning was the basis for projects, developments and work in general. But now the process of letting go becomes important.
Often the tension is high when IT problems arise. Once these are solved, things usually continue as before. Until the next problem arises. What can organisations learn from this?
How does leadership work in a global crisis? How does security arise in times of uncertainty and what are the do’s and don’ts of leadership?
Do you want to improve your situational actions in unexpected situations? Then you should train your learning by doing. A look at starship Enterprise will help you do this.
Many people associate uncertainty with a loss of control, hence they want to avoid it. This is understandable, but not effective. What is the alternative?
The IT world is turning slower than expected. What is the reason for this, what awareness is important for companies and what should they value? A plea.
In an interview, a company announces its intention to abolish IT-executives. How do those affected feel, how should the goal be achieved and which questions remain unanswered?
It feels like complexity is increasing in many areas. What impact does this have on making decisions, planning projects and using models?
A corporation does not use color printouts in order to reduce costs. Sounds good, but new processes and special rules, new roles and precautions are needed. A gloss.
Dealing with our own expectations is usually a challenge that influences our relationship with ourselves and with our customers. How does good expectation management work?
Data protection is important – but the new basic data protection regulation misses the mark – a personal assessment and approach.
Uncertainty is a characteristic in projects and technology is an essential factor for uncertainty. How can organisations still plan meaningfully?