How to Expand Data Governance with Successful Citizen Data Science

How do you get business leaders to participate in data governance programs? Many business leaders still believe that it's IT's issue to fix all the problems when there are data issues.

I provide an answer to this dilemma in a recent episode of 5 Minutes with NYIke (embedded at the end of this post), where I discuss how combining citizen data science with data governance can be a digital transformation force multiplier. I also share two other practices that are part of centers of excellence in citizen data science and governance programs.

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3 Ways to Reform Detractors that Really Undermine Agile and Digital Transformation

Last week I covered seven leadership detractors in digital transformation and what to do about them. The list included leaders seeking transformation certainty, decision delayers and flippers, and ones that prioritized everything. If you are a CIO, CTO, CDO, or another transformation leader, I am certain you've encountered these detracting behaviors and that you'll value my advice.

Then later last week, I recorded a Five Minutes with @NYIke video on three types of anti-agilists and what to do about them. That list includes detractors pushing waterfall planning practices and mindsets and two other behaviors that can undermine agile cultures. I include five recommendations that you can also use to address all three anti-agile detractors and promote an agile culture. You can find the video at the end of this post.

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7 Leadership Detractors to Digital Transformation and Advice on What to do

I recently moderated a Driving Digital Clubhouse on winning over detractors in digital transformation. A detractor is someone or a group in the organization that is slow to adapt to changes. Some detractors just need more help and attention in understanding and working through process changes. Others may be deliberately trying to slow transformations down or even instigate their failure.

I already have a top post on how to handle detractors in digital transformation where I reference several articles on who to partner with, what to communicate, and how to handle conflicts in digital transformation.

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Ten Important Steps to Modernize Incident Management with AIOps

Incident management is not just the responsibility of IT Ops teams. DevOps teams aren’t the only ones responsible for fixing defects or reducing technical debt, and SREs aren’t the only ones who pursue performance and reliability improvements, and infosec teams aren’t the only ones concerned about security vulnerabilities.

These are collective responsibilities for responding to issues and ensuring customers and end-users have secure, high-quality, effective, and extraordinary digital experiences. However, in many organizations, connecting the operational dots across teams, responsibilities, and the tech stack isn’t easy despite everyone’s best intentions.

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How Agile Planning can Boost Digital Business Transformation

"We're practicing scrum, scaling agile, but not seeing the benefits we were expecting," is a comment I hear all too often. The simple answer is, following scrum ceremonies and focusing on scaling rituals isn't going to achieve agile mindsets, culture, and transformation.

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How Powerful Force Multipliers can Accelerate Digital Business Transformation

The concept of force multipliers stems from military science and is applied in diverse areas, including weather, morale, and technology.

I use the word in digital transformation when the intersection of culture, process, and technology creates an accelerant for organizations pursuing their vision statements and digital strategies.

But what is it about the intersection that creates the accelerant? Accelerating digital transformation  requires transformation leaders to 

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The New Normal: How to Develop Mission-Critical Apps and Integrations Faster

 During the first six months of COVID, IT leaders and their CIOs came to the stark realization that their “rapid development” practices and paths to deploy minimally viable workflow applications weren’t fast enough. They needed apps developed, tested, and deployed in weeks, not quarters, and coding them from scratch was not a viable option.

Many IT leaders adapted to the dire circumstances and found ways to build apps to solve their immediate needs using low-code application development tools.

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