Zen Ex Machina

The reorganisation made sense at the time. Your platform was growing, and the technical domains within it were specialising fast — cost management, security posture, governance controls, architecture standards. Grouping people around their areas of deepest expertise looked like the right response to that complexity. Most CIOs in the same position made the ...

Every year executives sign off on the cloud platform budget, and every year the platform becomes harder to change than the year before. That is not an engineering problem. It is a consequence of the cloud platform funding model that approved the platform in the first place.

In Brief

Every enterprise software vendor at an APS-focused technology event now leads with an AI governance story. The pitch is consistent: dashboards that track model outputs, workflow routing for high-risk decisions, audit trails for regulatory compliance, and monitoring that surfaces anomalies before they become incidents. While the technology is real, it still...

What a complex program with senior delivery management reports and what it is producing have come apart. The status board shows green. The risk register has been worked through. Steering committees are populated and well-attended. Eighteen months of investment has produced reporting maturity, yet the outcomes the program was funded to deliver remain stubbo...

The migration finished. The workloads moved. The Cloud Business Office (CBO) signed off the milestones, the steering committee thanked the program team, and the executive sponsor moved on to the next portfolio priority. Eighteen months later, the returns the business case projected have not appeared. Throughput improved during the migration; it has flatten...