Following Toby Young’s article on funerals and the letter last week, I thought you might like to hear another example of British phlegm. My stepson, who is now a successful theatre director, was an assistant at Chichester Theatre. The audience tends to be predominantly pensioners. A few years ago when he was closing up the theatre, he noticed two people still in their seats. When he approached them the lady was very apologetic. ‘I think my husband died in the first act,’ she said, ‘but we didn’t want to cause a fuss.’ He was indeed declared dead on arrival at the hospital, and my stepson could not but admire her stoicism. I particularly admired the fact that she thought ‘we’ didn’t want to cause a fuss.
- https://www.spectator.co.uk/article/letters-19-april-2018
The building blocks required to achieve success in a business domain and differentiate the company from its competitors: Core domains : The interesting problems. These are the in-house activities the company is performing differently from its competitors and from which it gains its competitive advantage. Generic domains : The solved problems. These are the things all companies are doing in the same way. There is no room or need for innovation here; rather than creating in-house implementations, it’s more cost-effective to adopt \ buy existing solutions. Supporting domains: The problems with obvious solutions. These are the activities the company likely has to implement in-house or outsourced, but that do not provide any competitive advantage. Domain experts are subject matter experts who know all the intricacies of the business that we are going to model and implement in code. In other words, domain experts are knowledge authorities in the software’s business domain. T
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