Learn where the innovation gaps lie between members and groups in your organization. And discover how to close those gaps.

Small and medium-sized insurance companies need to engage with insurtechs to fully take advantage of the insurtech wave and leverage it successfully. In this article, we highlight avenues for sourcing, curating, and building long-term relationships with the insurtech firms that are most suitable for the incumbent organization’s strategic requirements. 

This issue of Cutter Business Technology Journal (CBTJ) takes a wide look at insurtech. It looks at trends and opportu­nities and offers a suite of solutions — from several perspectives — about how to leverage emerging technologies in insurance models and processes.

This issue of Cutter Business Technology Journal (CBTJ) takes a wide look at insurtech. It looks at trends and opportu­nities and offers a suite of solutions — from several perspectives — about how to leverage emerging technologies in insurance models and processes.

There are several key challenges that prevent companies from pursuing innovation effectively by using emerging and disruptive technology trends. In this Advisor, we explore these challenges and offer some key strategic questions for innovation planning.

In this Advisor, we discuss the conceptual reference model, which provides the foundation needed for any “connection” architecture, capability, or project. A conceptual reference model defines the terms and concepts used by the enterprise and the communities in which the enterprise operates. It is referenced by other strategic, operational, and architectural assets as a way to federate and pivot between different processes, communities, schemas, and systems without coupling them together.

As we discuss in this Executive Update, the risks in the infrastructure as a service (IaaS) market must be mitigated to avoid market failure and deliver a stable cloud computing market.

As we discuss in this Executive Update, the risks in the infrastructure as a service (IaaS) market must be mitigated to avoid market failure and deliver a stable cloud computing market.

This Advisor examines the way the data collected over the IIoT ecosystem of interconnected humans and machines can be collected, managed, and exploited. The authors focus particularly on a concept they call "enterprise personal analytics" (EPA) and provide a digital transformation roadmap companies can use to adopt EPA.

This Executive Update continues from where I left off in Part V by examining more domains and industries where blockchain technology will have the most significant impact.

This Executive Update continues from where I left off in Part V by examining more domains and industries where blockchain technology will have the most significant impact.

This Advisor provides a framework for scaling up innovation so that new ideas are not presented by just one team or segment of the organization, they are accumulated from every nook and corner. 

Businesses judge innovation in terms of the value it provides in either handling existing problems or tapping into new opportunities. A frameork such as BDFAB is most helpful in channeling an organization’s innovation efforts.

In his prelude to the Digital Technology &Innovation Bootcamp, Cutter Consortium Senior Consultant Don MacIntyre presented how you and other leaders in your organization can leverage agile practices to drive value in your businesses.

Cutter’s Digital Transformation Bootcamp is designed to get a team thinking analytically and strategically about how its industry is changing. The Bootcamp immerses an executive team in the challenges and opportunities digital transformation presents so that they can walk away with new ideas and strategies that have been vetted by other smart business leaders.

Analyzing your own team’s maturity is often difficult. It is tempting to inflate one’s team skills and capabilities in multiple areas. Therefore, before you conclude that you know the stage of your program, I urge you to measure conservatively.

Companies across various industries — including manufacturing, medical, electronics, defense, construction, and retail (among others) — are investigating the potential for applying blockchain technology for proving the provenance of parts and materials used in assembling products or building new structures.

As we explore in this Executive Report, it is imperative to stay ahead of the competition by building the capabilities and strategic flexibility to disrupt oneself and the market by adopting the emerging and disruptive technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.

As we explore in this Executive Report, it is imperative to stay ahead of the competition by building the capabilities and strategic flexibility to disrupt oneself and the market by adopting the emerging and disruptive technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.

This Executive Report explores the hypothesis that the risk of losing out on an initial competitive advantage by not innovating as soon as possible can outweigh the risk of possible failure arising out of immediate adoption. Thus, it is imperative to begin adopting the disruptive and emerging technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.

This Executive Report explores the hypothesis that the risk of losing out on an initial competitive advantage by not innovating as soon as possible can outweigh the risk of possible failure arising out of immediate adoption. Thus, it is imperative to begin adopting the disruptive and emerging technologies most relevant to your current and future business models as quickly as possible — the idea being to try soon, fail fast to learn fast rather than wait to be disrupted.

The IIoT risk is real. A strategy to manage this risk is a must, and the components discussed in this Advisor can help.

Being in a project management office (PMO) is tough. In many ways it feels like the ultimate corporate middle man role. What we are really trying to do is fundamentally change the role of the PMO. At the end of the day, perhaps even the name of the role will be altered: from PMO to Change Agents.

There are no silver bullets to adopting an enterprise architecture in your startup, but the aim is to enable your culture to accept it so as to drive the organization’s digital transformation.