By addressing these risks proactively, the service can better position itself to capitalize on its innovative approach while safeguarding against potential pitfalls. There is a classic conundrum that any CEO, CTO or IT director has to face: when looking to produce a new product, how do they assess the risk of bringing that product to market? Executives often talk about how deep the moat is that protects their business from competitors, but by this, they mean that a competitor would need to take inordinate risks (including capital expenditures) to develop an analogous product. To assess those risks, they would need to understand the comparative maturity of the components that go into that product and walk a fine line between working with technology that is too immature to be stable and easily reproducible.
Of Wardley Maps And Knowledge Graphs
Of Wardley Maps And Knowledge Graphs
Of Wardley Maps And Knowledge Graphs
By addressing these risks proactively, the service can better position itself to capitalize on its innovative approach while safeguarding against potential pitfalls. There is a classic conundrum that any CEO, CTO or IT director has to face: when looking to produce a new product, how do they assess the risk of bringing that product to market? Executives often talk about how deep the moat is that protects their business from competitors, but by this, they mean that a competitor would need to take inordinate risks (including capital expenditures) to develop an analogous product. To assess those risks, they would need to understand the comparative maturity of the components that go into that product and walk a fine line between working with technology that is too immature to be stable and easily reproducible.