Tech Canvas
Technology insights, Authored with Prompts and GenAI
Category: Beyond Architecture, Enterprise Decisions
Business leaders are regularly asked to decide on technology they did not choose to become expert in. The recommendation that reaches them has usually been shaped along the way by the people presenting it, and rarely arrives with the reasoning that would let them test it.
This series takes one recurring decision at a time and offers prescriptive guidance: the questions worth asking, the options that should have been on the table, and what the numbers in front of you tend to leave out.
It begins with three. Whether to build, buy or accelerate. How to read a business case, where the baseline is the part that decides everything. And which platform to fund when AI, data and integration are all asking at once. More decisions will be added as they come up.
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Three proposals arrive for the same business outcome, each argued on its technical merits. The decision turns on something else: how the work is organized, and who is out of pocket if it is late.
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The constraint on how fast a large company can change itself has been technology capacity for thirty years. That is ending, and what replaces it looks less like a technology department and more like the business it serves.
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An organization can collapse every reporting line it has and still be slow, because the systems underneath have boundaries of their own — drawn on a cost argument that no longer holds.
