Every CIO has to find a balance between innovation, speed, and technical debt. While the business demands innovation and speed today, the payments on that debt grow over time, reducing the ability to move forward. In a COVID world, however, strategic initiatives are now business continuity issues, and the debt begins to pile up. Timelines for digital transformation outstrip any argument for reducing technical debt. The lights won’t stay on if your innovations aren’t delivered.
This balance of technical debt is not unique to just CIOs. For Chief Product Officers of SaaS companies, the phrase “technical debt” is defined similarly, running the gamut from a necessary evil to a four-letter word. Depending on who you ask, properly managed technical debt can be healthy and merely represents a natural byproduct of building new and deprecating old features. On the other hand, there are those that view technical debt as a veritable ball
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