Data & AI
Why Enterprise AI Needs Better Governance
Enterprise AI does not fail because the models are weak. It fails because organisations deploy them faster than they can govern them. Governance is the enabler, not the brake.
Search
Search the writing
Type above to search across every perspective.
Data & AI
Data Products Beyond the Buzzword
The label ‘data product’ has become fashionable. The idea underneath it is sound — and demanding. It asks teams to treat data with the same rigour they would any product people depend on.
Data & AI
Making AI Measurable
The question every board eventually asks about AI is the hardest one to answer well: what did it change? Measuring AI honestly is less about dashboards and more about deciding what counts.
Data & AI
Building Trust in Enterprise Data
Trust in data is not established by a platform or a policy. It is earned slowly, through consistency, and lost quickly, through a single number that turns out to be wrong.
Technology Leadership
Technology Leadership Beyond Delivery
Delivering programmes is the price of entry for a technology leader, not the job itself. The harder, less visible work is judgement: knowing what to build, what to stop, and what to defend.
Cloud & Architecture
Cloud Transformation in Financial Services
Cloud in financial services is rarely a technology problem and almost always an organisational one. The institutions that succeed treat it as a change in how they operate, not just where they run.
Technology Leadership
The Human Side of Technology Transformation
Transformation programmes are described in terms of systems and timelines, but they succeed or fail on something harder to plan: whether people can and will work differently.
Cloud & Architecture
Enterprise Architecture in an AI World
AI does not make enterprise architecture obsolete. It raises the cost of not having one — because AI is only as good as the data, systems and boundaries it inherits.
Delivery & Operating Models
The Operating Model Is the Strategy
Strategy documents describe intent. Operating models decide what actually happens. When the two disagree, the operating model wins — every time.
Financial Services
What Capital Markets Teams Get Wrong About Data Platforms
Capital markets organisations build sophisticated data platforms and then wonder why adoption lags. The gap is usually not capability. It is a platform built for engineers rather than the business it serves.
Delivery & Operating Models
Delivery Discipline in Uncertain Programmes
Uncertainty is used to excuse a lot of loose delivery. In reality, the less certain the outcome, the more disciplined the delivery has to be — just disciplined about different things.
Cloud & Architecture
From Migration to Modernisation: Cloud Beyond Lift-and-Shift
Lift-and-shift gets an organisation to the cloud. It rarely gets it any benefit. The value is in modernisation — and modernisation is a decision, not an inevitability.
Data & AI
Governing AI Without Slowing It Down
The fear that governance will smother AI is understandable and, handled badly, justified. But the choice between speed and control is a false one. The right governance is what lets teams move quickly and safely.
Technology Leadership
The Case for Boring Technology
Choosing proven, unremarkable technology is often the most sophisticated decision a leader can make. Novelty has a cost that is easy to underestimate and hard to unwind.
Delivery & Operating Models
Measuring What Matters in Transformation Programmes
Transformation programmes are rich in metrics and poor in meaning. Measuring what matters begins with an uncomfortable question: if this succeeds, what will be different — and for whom?