Web.mit.edu/itag/eag/FullEnterpriseArchitectureGuide0.1.pdf. Khan Academy.
Healthcare IT. Data Scientist. Red Queen's race. "Well, in our country," said Alice, still panting a little, "you'd generally get to somewhere else — if you run very fast for a long time, as we've been doing. ""A slow sort of country! " said the Queen. "Now, here, you see, it takes all the running you can do, to keep in the same place. If you want to get somewhere else, you must run at least twice as fast as that! " The Red Queen's race is often used to illustrate similar situations: Identifies the Top 10 Strategic Technologies for 2012. Orlando, Fla., October 18, 2011 View All Press Releases Analysts Examine Latest Industry Trends During Gartner Symposium/ITxpo, October 16-20, in Orlando Gartner, Inc. today highlighted the top 10 technologies and trends that will be strategic for most organizations in 2012. The analysts presented their findings during Gartner Symposium/ITxpo, being held here through October 20.
Gartner defines a strategic technology as one with the potential for significant impact on the enterprise in the next three years. Factors that denote significant impact include a high potential for disruption to IT or the business, the need for a major dollar investment, or the risk of being late to adopt. A strategic technology may be an existing technology that has matured and/or become suitable for a wider range of uses. It may also be an emerging technology that offers an opportunity for strategic business advantage for early adopters or with potential for significant market disruption in the next five years. Case Studies. How the tech boom is bad for innovation. Jon Stokes has a fascinating column making a credible case that the VC and tech bubble is hampering development of the cloud. I recently had a sit-down chat with Ping Li, a venture capitalist at Accel Partners who does investments across the layers of the cloud stack… he explained that the talent shortage is stifling fundamental innovation in the cloud space.To do really fundamental engineering innovation of the kind that was done, say, in the early days of Google and VMware, you need to hire and retain teams of talented engineers.
But in today’s go-go funding environment, top engineers are being enticed with truckloads of money to break off and form two- and three-person startups. This phenomenon, explains Li, is why “many of the really big innovations happen in less frothy times.” He did go on to clarify that “some great companies do get created in these times (like Amazon in the last bubble). Jon frames the problem as one of supply and demand: This rings true to me.