Re: Agility tends to follow real time info.
I think that the information limitation to agility is only true at the very top of the organization, and really isn't the main thing that limits agility within enterprises. As you go down, the biggest things that limit agility are the human, financial, and reputational commitments to legacy technology. Take VMware as an example: once you've adopted it, you have probably used it in marketing, you have a huge financial commitment to VMware, and you have a lot of people on-staff who were hired to administer VMware (and probably enjoy it--or at least, they fear changing from it). You probably also have security policies and auditors who are used to how you're using VMware.
So any change has absolutely enormous switching costs: (a) Marketing--what are you telling all of your stakeholders who have listened to how awesome your legacy technology is? (b) People--your current legacy-technology-trained staff isn't going to want to change, and they're expensive, so how do you keep your current systems going while you switch without open revolt? (c) Money--in switching to what you need to use to be agile, you're going to have to significantly increase costs for a decent amount of time, while your existing locked-in vendors are going to keep squeezing you as they see their market evaporating. All of these are strangeholds on the agility of the enterprise, and we haven't even gotten to technological issues of the new technology (whatever they are, and I'm sure there are a lot of them!)
Ultimately, we can't just jump from the VMware pot of boiling water into the cool, clear AWS pot of water. We have to build abstraction layers between the enterprise and the technology it uses--from a Marketing perspective, a People perspective, a Money perspective, and a Technological perspective--so that we can switch away from AWS (or whatever we want to go to now) in the future and not be in this same situation in the future.
This sounds like a column I should write.