The Technology Executive

What Soren Kaplan Gets Right, and Where I'd Push Back I read Soren Kaplan's recent Inc. column arguing that consulting disruption has finally arrived, that once AI can generate a strategic plan or synthesize market trends in seconds, the rules of what clients pay for change completely. He's right about the direction. After nearly three decades in this industry, and the last few years watching AI move through dozens of engagements alongside consulting partners of every size, I'd push back on the timeline, and on what's actually being disrupted. Buyer Expectations vs. Consulting Realities Procurement has been told, by vendors, by analysts, by their own boards, that AI should be cutting consulting costs dramatically by now. Consulting firms have been told to adopt AI or get disrupted. The savings clients budgeted for still haven't materialized at the scale they were promised, and that's the gap: procurement asking where the savings are, delivery explaining...

I get some version of this question at least once a quarter, usually from a CIO who just sat through a brutal renewal negotiation or is frustrated by the cost of an upgrade: "Was moving to the cloud a mistake?" The honest answer is that most of the people asking it aren't actually asking about the cloud. They're asking about something else entirely, and until they separate the two, they're going to keep making the same expensive decision over and over. The Cloud Is a Landlord, Not a Product Let's start with what "moving to the cloud" actually means, because the term has been stretched past usefulness. At its core, it's moving your workloads into data centers that aren't yours, typically a hyperscaler's. You're renting infrastructure: compute, storage, networking, physical security, and a deeper bench of specialized expertise than almost any single enterprise IT shop can staff internally. That's a legitimate, often excellent, ...

I've sat in enough boardrooms this year to notice a pattern: every CIO has an opinion on whether SaaS is dying, and none of them agree on where the line is. The loudest voices on social media have already written the obituary. I think they're half right, and the half they're wrong about is the half that matters for what you do next quarter. The Pundits Have the Diagnosis Right, the Prognosis Wrong The claim isn't crazy. Gartner projects that 40% of enterprise applications will carry task-specific AI agents by the end of 2026 , up from under 5% a year earlier. That is a real, fast shift, and it is already showing up in how vendors price and package their products. But "pressure" and "death" are different diagnoses, and the pundits keep reaching for the second one because it's the more shareable headline. IDC put it more carefully : SaaS isn't dying, it's metamorphosing into outcome-based and usage-based economics. That's the disti...

  Why employees are bypassing IT, vendors are missing the point, and the integration problem is costing you more than just money I manage five email accounts across personal and professional domains, yet my AI assistant can connect to exactly one—and only when enterprise security policies permit it. Calendar integration works intermittently, memory disappears between sessions, and token consumption burns through budgets faster than I can track. Every few weeks, a new tool launches with precisely the capability I've been waiting for, forcing another cycle of integration rebuilding and workflow retraining. This is the reality of AI agents in 2026—not the autonomous assistants orchestrating our workloads, not the context-aware systems maintaining our preferences, not the seamless integration promised in vendor demonstrations. The technology isn't the problem. Organizations are trying to integrate intelligent agents into architectures designed for simpler systems, governance mod...

Beyond the Waterfall: How Veteran IT Leaders Can Bridge the Agility Gap Over nearly three decades in IT leadership and consulting, I’ve had a front-row seat to the most profound technological shifts in modern history. I’ve worked with global corporations and nimble NGOs, witnessing firsthand the patterns of success and failure. Through it all, I’ve come to recognize a quiet, yet powerful, paradox: the very experience that forges a successful career can, if we’re not careful, become an anchor in an ocean of relentless change. Many of us built our careers on the bedrock of predictable, structured methodologies. We were the architects of certainty, implementing massive ERP systems and managing multi-year projects with the discipline of a military campaign. But the ground has shifted beneath our feet. The pace of innovation has outstripped our traditional playbooks, creating a critical "agility gap" that threatens to make our hard-won wisdom obsolete. This isn't a question of...

The Great Convergence: Why IT and HR Are Becoming One I’ve spent the better part of three decades in boardrooms and server rooms, advising organizations from NGOs to global Fortune 500s. In that time, I’ve seen countless trends come and go. But what I’m observing now isn’t a fleeting fad; it’s a fundamental, structural shift in how businesses operate. The traditional, rigid walls between internal service departments—most notably Information Technology and Human Resources—are dissolving. This isn’t just an academic thought experiment. It's a strategic evolution, driven by a long-standing pursuit of efficiency and now supercharged by the maturation of artificial intelligence. We are witnessing the birth of a unified internal services model, a convergence that will redefine the employee experience and reshape the very nature of corporate support functions. If you're still managing IT and HR in entirely separate silos, you're not just operating on an outdated model; you're ...

Enterprise Deployment Disasters: Why Good Technology Still Fails in 2025 For decades, companies have poured billions into enterprise systems like ERP, CRM, and HR platforms. Yet, in 2025, large-scale deployments still routinely fail, exceeding budgets, falling behind schedule, and ultimately disappointing stakeholders. Despite decades of lessons learned and technological advancements, the same fundamental challenges persist. This isn't a technology problem; it's a people and process problem. Here’s why these same disasters keep happening, and what can be done to fix them. Common Persistent Challenges Resistance to Change: Employees often resist new systems due to unfamiliarity, fear of job disruption, or a preference for existing processes, impacting system adoption and effectiveness. This "historical objection" to new ways of working is a significant hurdle. Data Migration and Quality Issues: Migrating inaccurate, duplicate, or incomplete data from legacy systems c...