With constantly faster innovation cycles, turning digital artifacts into digital capital for better understanding of internal and external innovation performance is critical. To seize these chances, managers should rely on three key principles.

How can we improve how we govern our IT investments through a better understanding of the business relationships that it encompasses?

Start with acknowledging how much your beliefs affect your leadership behavior and then continually work on what it takes to bring those beliefs into practice.

This Update examines survey data concerning the benefits and goals that organizations hope to gain with their blockchain initiatives.

This Update examines survey data concerning the benefits and goals that organizations hope to gain with their blockchain initiatives.

Companies are embracing analytics to innovate and transform supply chains and alter the way they understand and react to changing market trends. They also hope to discover better opportunities to connect with customers and secure closer relationships with suppliers by leveraging analytics across the supply chain. As we explore in this Executive Update, business process reengineering (BPR), along with a suite of digital technologies, can harness the insights of improved analytics.

Companies are embracing analytics to innovate and transform supply chains and alter the way they understand and react to changing market trends. They also hope to discover better opportunities to connect with customers and secure closer relationships with suppliers by leveraging analytics across the supply chain. As we explore in this Executive Update, business process reengineering (BPR), along with a suite of digital technologies, can harness the insights of improved analytics.

Getting to the heart of IT portfolio governance is the strong connection between principles, processes, people, and performance.

Organizations face several challenges when it comes to protecting sensitive data in Internet of Things (IoT) devices, platforms, and applications.

Can a method like EVM, developed to control projects with well-defined objectives, be applied to control product development initiatives that evolve continuously toward a “moving target”? In an Agile environment, we are faced with the dynamic evolution of a finite boundary of integrated scope, cost, time, and resources; this finiteness — essential for business management and decisions — is the cradle for project management techniques, tools, methods, and frameworks. The EVM method was first developed to help with managing complex R&D projects mostly characterized by an unstable, volatile, and evolving scope. It is therefore no surprise that EVM applies to Agile projects.

Agile adoption often goes hand in hand with abandoning the so-called traditional methods of project management and software engineering. This comes from the idea that Agile approaches originated from a point of rupture with traditional methods and, hence, must not inherit any of their characteristics. However, most traditional methods, tools, and techniques were devised to address legitimate and universal management questions, which happen to be present in Agile initiatives as well and therein continue to require a project management answer. This Executive Report discusses how the earned value management method can be adapted to fit into an Agile product development process, and thereby deliver the required controls essential to achieve business value and stakeholder expectations.

In recent years, visual analytics (VA) has been introduced to represent massive multidimensional temporal data with various visual encodings. VA combines automated analysis techniques with interactive visualizations to enable effective understanding, reasoning, and decision making on the basis of very large and complex data sets. 

In recent years, visual analytics (VA) has been introduced to represent massive multidimensional temporal data with various visual encodings. VA combines automated analysis techniques with interactive visualizations to enable effective understanding, reasoning, and decision making on the basis of very large and complex data sets. 

In this article, the authors make detailed comparisons of the most notable robo-advisors in the US — namely, Betterment, Wealthfront, and Schwab Intelligent Portfolios. Although they are quite similar, they have their own features. Betterment uses smart financial models, such as a downside-risk optimization model, to make sure that each of its four primary investing goals (retirement, safety net, general investing, and major purchase) is based on a different stock allocation path. Wealthfront is more like a technology company, making sophisticated financial advice and investment strategies available to every individual investor at low cost by combining financial theory and machine learning. Schwab, as a traditional financial services firm, uses more traditional investment strategies in asset allocation.

Internationalization and localization are important steps in distributing and deploying systems to different regions of the world. Internationalization refers to the process of engineering a system such that it can support various languages and regions without further modification. Localization refers to the process of adapting an internationalized software system for a specific language or region. 

Ontologies have been explored as alternatives to traditional relational databases for some time, particularly in sectors such as manufacturing and microbiology. Their application in finance could possibly be game-changing due to several key benefits of an ontological approach.

It’s a pleasure for me to introduce the first of two special issues of Cutter Business Technology Journal (CBTJ) showcasing the thought leadership and cutting-edge research and development (R&D) being done in State Street Corporation’s Advanced Technology Centres in Europe, the Middle East, and Africa (EMEA) and Asia Pacific (APAC), in partnership with University College Cork (UCC) and Zhejiang University (ZJU), respectively. The articles in this issue represent a small sample of the output from the R&D undertaken in these centers, which combine academic excellence with real industry impact.

It’s a pleasure for me to introduce the first of two special issues of Cutter Business Technology Journal (CBTJ) showcasing the thought leadership and cutting-edge research and development (R&D) being done in State Street Corporation’s Advanced Technology Centres in Europe, the Middle East, and Africa (EMEA) and Asia Pacific (APAC), in partnership with University College Cork (UCC) and Zhejiang University (ZJU), respectively. The articles in this issue represent a small sample of the output from the R&D undertaken in these centers, which combine academic excellence with real industry impact.

Today the global Internet, broadband telecommunications, and Moore’s Law make technology an ever less valid reason for falling short of information superiority and well-managed digital capital.

This Advisor shares some easy-to-implement actions your organization can take to meet the digital transformation challenge, specifically by applying Agile and Lean concepts.

Every business must deal with crisis, risk, and compliance challenges. Teams chartered with addressing these challenges are often split across business units and regions, which fragments crisis, risk, and compliance management efforts. Business unit silos and related complexities obscure ecosystem transparency, which in turn constrain an organization’s ability to identify risks, assure compliance, and prevent and disarm crises. Business architecture delivers business ecosystem transparency as a basis for improving a business’s ability to collectively address challenges related to crisis, risk, and compliance. 

To transform your organization, you need to understand and model the current state, model the desired future state, and identify the work that will help your organization move toward that future.

To transform your organization, you need to understand and model the current state, model the desired future state, and identify the work that will help your organization move toward that future.

Time is a critical resource in hypercompetition. From a business perspective, every piece of information is embedded in time, and every piece of information loses value as time passes.

What, from the perspective of an enterprise architect, are the deeper underlying concerns and issues? How will digital disruption really affect your enterprise, both now and in the medium- and long-term? In this webinar, Cutter Senior Consultant Roger Evernden tackles how organizations and entire industries must rethink value — creating and capturing it ­— to meet these challenges.