“How much of this can I safely ignore?”
More than the noise suggests, less than you’d like. Most of the activity you’re watching is theatre, some of it isn’t, and the difference is invisible from outside. The question underneath is the one worth your morning: is what we do still relevant, and would a customer still choose us if they had a better-informed alternative?
Read: The Elephant in the Room →
“We bought the thing. Nothing changed.”
Usually because the thing was never the problem. A Canadian client came to me with a website that had become impossible to maintain. Nine months later the website was the smallest part of what had changed — the product data, the operating model and who decided what all moved first.
See what actually changed →
“I don’t know who to trust on this.”
Reasonable. Everyone selling you an answer has a commercial interest in which answer you pick, and I am on that list too. The only defence I know is evidence you can check: what everyone else was doing at the time, what my client did instead, and what happened to the number afterwards.
How I work, and what it has cost people →
“My team understands this better than I do. Am I still the one deciding?”
Yes — and you should be, because it is a business decision wearing a technical costume. I have spent thirty years as the least fluent person in the room on the technology and the most useful one on the decision. The judgement you already have is the part that doesn’t transfer.
Where that came from →
“I have my own question.”
Then ask it. It goes straight to me, in your words, and I answer it myself.