During the planning and execution phases of a digital product, service or system, there’s a non-trivial amount of decisions to be made that have long-bearing consequences for the ultimate success of the project, as well as for the ease of its future iterations and additions. Many of these decisions have to do with choosing how and where you’ll ultimately invest a good amount of your budget; the money ear-marked for technical execution.
Digital initiatives can easily rack up hundreds of thousands of dollars in hard costs, claiming months of research, planning, and effort. Smart organizations understand the importance of articulating a waterproof foundational strategy for any such venture, backed by a rationale that is anchored in some higher grand business strategy. Yet any actual strategic thinking that gets done in the context of these investments is generally constricted to the planning stage, leaving a significant chunk of the process – the implementation phase – untouched. However, strategy shouldn’t end when the planning docs are signed and delivered; it should be deeply embedded in technical implementation and tactical execution. Read more
The predominant model for managing digital products and services today could be aptly described as “command and control.” Annual planning and top down decision-making structures are the rule rather than the exception. As a result, large groups of people move slowly in lockstep toward a shared vision, while startups run circles around them. It’s an approach I’ve been loosely referring to as “redcoat digital.”
Most people believe they need to master “the cloud” in some way to prepare for the future. Truth be told, while everyone should gain an cursory understanding of technology, deep knowledge of how cloud computing systems work will always be reserved for IT departments. Instead, here are the best traits and principles of cloud computing systems that businesses should learn from.
One key to thriving in the digital landscape is doing the least you need to, in order to succeed. We spend a lot of time at Undercurrent thinking about adaption, experimentation and survivable risk, and most recently, we’ve been examining what the smallest unit for successful adaptation is. One thing we’ve been wrapping our minds around lately is the minimum viable product. Read more