Peter Bendor-Samuel

“Software is eating the world,” wrote Marc Andreessen, co-founder and general partner of venture capital firm Andreessen Horowitz, in an essay published in The Wall Street Journal in 2011. But today, it’s clear that services are eating software. The implications of this trend are very significant for companies. The advantages are clear, but it’s

Companies widely recognize the potential power of artificial intelligence (AI). They instinctively understand that it feels like we’re on the cusp of something that will change our lives and our businesses in a profound way. Yet, many struggle with where to apply it. Executives can’t shake the feeling that they should have use cases

In today’s ultra-competitive marketplace, every company whether they realize it or not, is creating multiple digital platforms. Why? Because platforms transcend traditional value chains and enable companies to create new business value. What this really means is companies are moving away from processes to platforms to create competitive advantages. The top 10 Fortune 500

A whopping 73 percent of enterprises failed to provide any business value whatsoever from their digital transformation efforts, according to an Everest Group study last year. Furthermore, 78 percent failed to meet their business objectives. Put another way, only 22 percent achieved their desired business results. This is horrific. Why does this happen? While

The principles and practices of the agile movement are quickly moving beyond the IT department and into how firms run their day-to-day business. This new way of organizing and running business gains further impetus by the headlong rush to use digital transformation to gain competitive advantage, which often requires changing a company’s operating model

There is a clear talent shortage in the US, and this is particularly true of specialized skills (engineering and IT), which are at the center of the competitiveness of the US economy. The current Administration is intensifying this skills shortage by restricting companies’ ability to import talent through H-1B visas. The unintended consequence of

A problem afflicts many companies undertaking transformation: they aren’t ready for innovation. But they need innovation to change their competitive positioning in the market. Today, many companies want their IT organizations to partner with the business to create opportunities for innovation and supportive services that drive transformation. And they look to their procurement chief

In a recent blog post, I explained that companies need to reconceive their services as an evolving journey and need to rethink how they manage services. That’s because services are becoming more strategic in a digital environment and require ongoing commitment and focus to ensure they deliver on their promise. Their evolving nature makes

Buying services is no longer a matter of decisions that stand independently, like buying technology or products. In the past, many companies had the misconception that services are “one and done” or that they could be built and then be fine or at least fine for three or four years. But that’s not the

Why do digital transformations experience more failure and face more peril than companies anticipate? Why do they take far longer than anticipated? With apologies to Einstein, I believe we can understand the answers to these questions by viewing them through the lens of “GUT” – (General Unified Theory) of digital transformation – and how