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I talked about the two most important cultures for a development organization, Goal Oriented and Innovation in my previous two posts. For a development organization to survive, it must satisfy the goals of the business it belongs to. It must align all its activities with the business goals and strive to achieve those goals. If the development organization would like to play a more important role in the business than just providing “commodity” technical services, it must continuously innovate in technologies and processes, in development process as well as the business processes.

But how can a development organization achieves its preset goals and how can it innovate? What’s the ultimate strength of a development organization? Not the thousands of computers it possessed and managed, not the technologies it embraced, not products or services it delivered, or the intellectual properties it possessed. I can be one hundred percent sure to say that the core competitive advantage a development organization has is its people. People are the most important resource that a development organization can draw upon to meet any ambitious goals it may have. Innovations are like springs, flowing freely to all directions. But, if we seek its origin, we will always find one or several highly educated, talented and engaged persons. Thus comes our third ideal culture:

Ideal Culture Number Three: Humanism

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In my previous post, I mentioned the reasons why I would like to write down the ideal culture in my opinion and explained the most important culture for a development organization, “Goal-Oriented”. It’s deeply embedded with the purpose of the existence of the development organizations.

If the purpose of a development organization is to help the business serve the customers, to grow the revenue and to improve the margin by cutting cost, how can it achieve that goal? The answer is sound and clear, through innovation. Thus the second ideal culture:

Ideal Culture Number Two: Innovation

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