The IT Labyrinth

There were massive problems with the labyrinth that had been created by the IT department. Things never got done. Development was an eternal process. The IT department was designated as the controller of the technological destiny of the corporation.

The IT department was forever defining requirements and forever interviewing the end user. The IT department was always drawing curious diagrams that took up whole hallways to display. The IT department was always deep into analysis. The IT department was always running models and struggling with legacy systems. The IT labyrinth had levels and levels of complexity that were understood by no one except some highly-paid guru who seemed to never be available and who spoke in incomprehensible phrases.

The end user was trying to operate in a business environment that was competitive and was ever changing. And the IT organization with its laborious methodologies was a liability, rather than an asset.

It was into this...