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From Insight to Action: Building Agile Teams for a Leaner Digital Future In our last post, "Can Technology Finally Solve the Growth Paradox?", we explored how automation, AI, and flexi

  The New York Times recently profiled a startup with 28 employees serving nearly 50 million users. That company is Gamma.

A sleek website used to be a differentiator, back when every web agency’s slogan was “Your website should be more than a brochure.” Today, that’s just table stakes.

When agile development and agile marketing first hit the scene, they felt custom-built for startups. Tight cross-functional teams, fast decisions, prioritizing based on effort vs business value.

Our last article gave some high-level tips for "Balancing Innovation with Stability and Security: The Agile IT Approach." But then the next question we are often asked is:

Last week, after we published the article, “The End of Reactive IT: Build an Agile, Offensive Tech Strategy”, we received a question on how to balance between operati

Most businesses treat IT like insurance. As long as the systems are running, no one looks too closely. When things break, the fix-it team gets called. If they respond fast, they’re seen as heroes. If not, they’re blamed. But either way, the model is the same: reactive, not strategic.

In a world defined by Volatility, Uncertainty, Complexity, and Ambiguity (VUCA),

In a VUCA world where business needs shift overnight, the old model of rigid IT contracts just doesn’t cut it. You don’t need another support ticket queue or someone to “look into it”.

Marketing and IT often have a reputation for not getting along. One team wants speed, creativity, and customer-centric innovation. The other demands security, structure, and system stability. And somewhere in the middle? Deadlines, miscommunications, and duplicated work.