By Dion Hinchcliffe
Where the concept breaks down, as I explored in my original critique of bimodal, is in actual execution. The real world of technology and the activities that make it bear fruit cannot be neatly 
compartmentalized into a dual structure. Not only do the actual needs and demands of individual IT initiatives vary widely, the team skills and processes on the ground are unique for nearly every project as well.
Furthermore, hard-won experience has shown that just two modes don’t play that well together, generally requiring at least one intermediate layer. Simon Wardley, an industry colleague who maintains perhaps the sharpest perspective on the shortfalls of taking a basic mental model of bi-modal and using it for realization, notes that pioneers and town planners, the essential roles in bimodal, are essentially incompatible. Other well-known industry figures, like Jason Bloomberg, hold a similar opinion of bimodal.
To make the issue more uncertain — and perhaps nudging the debate a bit into the realm of farce — Gartner’ competitor Forrester, has gone on record saying that bimodal is a false promise and really only one speed of IT is appropriate: Fast.
Read the entire article at http://www.zdnet.com/article/it-leaders-inundated-with-bimodal-it-meme/
