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.

In this Advisor, we propose a maturity framework that addresses the data management challenges for organizations seeking to develop and deploy IoT platforms.

IT can be a powerful force in helping organizations go digital. But many CIOs need to overhaul their own organizations first. This 10-day assessment will help you position IT to drive DT.

This on-demand webinar tackles how organizations and entire industries must rethink value — creating and capturing it ­— to meet the challenges of digital disruption. Evernden goes beyond the surface analysis of digital disruption to spell out the formidable and complex changes that digital will bring to our lives.

Cutter Consortium offers Executive Education days — singly or in a series — designed to move your entire team up the Digital Transformation learning curve.

Leaders who implement digital transformation through a top-down approach, consultant-led approach, or IT-led approach often ignore the conditions that prompted the need for digital transformation in the first place. They decide how to solve the problem without considering the organizational dynamics, behavioral habits, and culture that created the problem. In a rush to make a significant change, leaders decide to postpone dealing with human issues until after critical decisions are made and the transformation is underway. This approach spells failure. 

This engagement will help your organization increase the effectiveness of its strategy execution life cycle, starting with strategy and objective formulation and translation, to business and IT initiative planning, through project execution. You'll discover fast and effective ways to turn business strategy into action, ensuring not only survival, but prosperity.

This engagement will help your organization increase the effectiveness of its strategy execution life cycle, starting with strategy and objective formulation and translation, to business and IT initiative planning, through project execution. You'll discover fast and effective ways to turn business strategy into action, ensuring not only survival, but prosperity.

In this Executive Update, Cutter Senior Consultant Whynde Kuehn highlights some of her responses to a recent Q&A session from a webinar and expands on some key aspects of successful business architecture practices.

Effective digital IT strategies and successful execution of long- and short-term plans enable organizations to realize the goals of digital business strategies and provide guidance to enterprise architecture.

Discover how pilot projects for digital innovations can benefit from adopting an Agile development approach. 

In this final webinar of the series, you will gain a deep understanding of how to develop performance management baseline (PMB) that sustains the EVM method for an Agile Project.

Advice on technology strategy, the skill gaps, and the new roles and responsibilities you need to ensure you have the expertise and the streamlined, agile organizational structure that digital demands.