Published thinking on treating technology as capital, governing for outcomes, and the decisions that determine whether strategy survives execution.
The argument behind JMA's core belief: technology spend should be judged like any other capital decision, against a thesis, a return, and governance that holds.
Read at Falkcroft →Treating cybersecurity as a line item understates it. Why boards should weigh cyber risk with the same discipline they apply to any capital decision.
Read at RedX →The bar for technology leadership has moved from delivery to business judgment. What chief executives should now expect from the function and the people who run it.
Read at Glenrowe →Point-to-point integration builds technical debt and fragile operations. The case for treating integration as a business capability rather than a technical layer.
Read at Thought Pieces →ERP programs fail on unclear ownership, not on technology. How defining accountability keeps a migration tied to what the business actually needs.
Read at Wolf & Grayson →Every company holds a latent advantage that can reset its market position once aligned with technology. How executives find that advantage and scale it instead of chasing tools.
Read at CXO Dispatch →Data earns its value only when it is governed, owned, and trusted. How leaders turn raw data into a dependable basis for decisions.
Read at C-Suite Brief →