Attributed metadata history
Up to 100 retained publisher events per page for a6bc70bba6fc752924361616333befbc0d1829070babd2598d9ef2a12af68f52. Withdrawals and unavailable references remain attributed to their publishers.
intelligence_src_cdcffed32aa78fd61f
observed · 2026-10-12 15:25:04 UTC
There’s an old leadership fantasy that goes something like this: The CISO surveys a sprawling technology estate, discovers 11 tools doing the work of four, calculates the licensing savings, selects a shiny new strategic platform and declares that consolidation has begun. Six months later, all 11 tools are still running. The new platform is now number 12. I’ve seen variations of this throughout my career, from financial services to media to technology companies. At CME Group, I eventually gave myself an unofficial title: chief decommissioning officer. The job was considerably less glamorous than the acronym suggested. I had to find technology that had overstayed its welcome, identify who believed they still owned it, determine who actually depended on it and, occasionally, put a bullet in its head. Buying technology is easy. Killing technology is hard. Tool sprawl is rarely just a technology problem but rather an organizational psychology problem. The industry’s solution has traditionally been consolidation. Buy a platform. Standardize the stack. Reduce vendors and centralize procurement. While all sensible ideas, consolidation efforts routinely stall somewhere between t
Fingerprint: b82cd8adebda284aab0266e9e73a0aa197af7c8c97acb9a691bbdb6c219388b4
intelligence_src_cdcffed32aa78fd61f
observed · 2026-10-12 15:25:03 UTC
available
Fingerprint: 7058adebc821bb9d551a9ff0b80ac7c4e28d07e4464aca030b831463a16c18c5