Bimodal IT and two-speed IT miss the point

We can't trade-off reliability for speed in the medium term. Models that make this assumption are inherently flawed. If you really want to think in terms of a two-pronged approach, think strategic and utility as I describe in my post on business-capability centric orgs. Martin Fowler seconds it.

Does Product-Centric IT Need Projects and Programs?

Product-centric IT differs from conventional, project-centric IT in significant ways.

Product-Centric	Project-Centric
Stable long-lived teams	Temporary teams
Teams aligned to long-term business capabilities	Teams aligned to scope of project
Cross-functional teams are the norm	Functional specialty teams are common
Focus is value (actual benefits realization)	Focus is plan compliance

But projects and programs are a staple of enterprise IT. Doesn't Product-Centric IT need projects and programs? And what does it mean for the roles of project and program managers? Read it here.

Scrum is not enough

What it takes to achieve business-IT agility

I wrote a post at ThoughtWorks Insights in which I use this picture to illustrate why Scrum alone is not enough to make Agile deliver business impact. I then go deeper into one particular thing that's needed (among others) over and above Scrum—reorganizing teams to be outcome-oriented. Read it here.