Solo vs. Consensus Decision Making: The discussion starts with the debate on whether architects should be solo decision makers or consensus builders.  Experience is Key: The speaker shares their experience with a new program manager who changed the deployment schedule and how it unexpectedly led to increased productivity.  To Solo or Not to Solo: The speaker points out that the decision to go solo or seek consensus depends on the size and context of the decision and the experience of the decision maker.  A Dilemma Wrapped in a Mystery: The speaker ultimately concludes that leaders should make conscious decisions with the help of their team, taking ownership of the outcome, whether it's a success or a failure. It's not a "romantic idea of leadership," but a basic quality of a team leader. Or, as they put it, "It's not something extraordinary, just the basic quality of a team leader...unless you're leading a group of ghosts, then it's a different story."

To motivate users to adopt and use applications, it is important to make the application solve their day-to-day issues or their job, empower them to solve their own problems and involve them in the process of generating and visualizing the idea for the application. Change management and adoption building should begin at the beginning of the development process. It may be challenging to motivate experienced senior executives, but building a sense of community and creating incentives can be effective strategies.

One of the key challenges, let's assume we develop an application and it is done. The key question is why should the internal users actually use it. Only if that question is answered in their minds very clearly, they're going to use the application.  To inspire users to use it the following are some interesting insights 

varadharajan srinivasan says -  For me to explain the problem, I have to be in the right context of explaining the problem that they see as a problem. ? Are you in the right context of understanding the problem?    

Deepak Sharma says-  If you are able to connect to the scenario of the end user, the context. "Walking the Gemba" from lean, which is you are in the situation with that user and experiencing what they are actually experiencing in the day-to-day. Explain the developed feature contributes to the solution of that scenario only then the solution would make sense to them.

Sidambara Raja Krishnaraj says -   To get the scenario right two popular tools help immensely.  One is "Jobs to be done" and the other is  "Value stream mapping".  Also eliciting the "what is in it for me" for the user we're trying to provide. Using cocreating with the users to build a vision for the future for the solution and upcoming features. Prepare them well ahead before release.

Are we dealing with the right customer?

I have developed an application for my corporate users, basically internal employees. This was done with a lot of sincerity, business study, and getting buy-in from them. but after the system goes live no one seems to be interested in using the application however hard I try, which is very baffling and irrational. After all, I made this application based on the end users request and did a study with them. 

Why will they not use it?

Who is responsible for the ultimate success of a business aka Revenue/Profits? This becomes an even tougher question in today's world when everything is driven by technology. For a technology company, this becomes even more critical.

The architect and the architecture team will have different responsibilities in a remote working environment.  \

One of the most confusing aspects of hybrid working environments is that there are no formalized guidelines to set standards. That means that every team will be different. 

When it comes to architecture and development teams working in hybrid environments, there tends to be a split of opinions. Some say you should continue on the same path you had before and others believe the best way forward is to change things up a bit.

Dont follow Global "Best Practices".

With technologies changing and new technologies getting introduced, how to keep pace and stay relevant?

Is anyone who runs a business an entrepreneur?

What does entrepreneurship inside a corporate company? 

What makes an entrepreneurand a technopreneur ?

Is a successful architect an technopreneur or do they have to do something more to qualify?