2 The performance-driven IT organization
The room was crowded and tensions were running high. The debate had been raging for hours. At times, it felt like you were watching a film about a medieval kingdom with various factions forming alliances around some specific objective and dissolving just as fast.
The occasion was a meeting of IT representatives at a Fortune 500 company. They had gathered to discuss a broad range of technical issues and make some key architectural decisions surrounding a crucial IT project that was being measured in sums of nine figures. There was much at stake for the entire organization, and particularly for the people in this room. If they made the wrong decisions and the project failed, their careers might be over. ...
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