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.

Cutter Consortium has been conducting a survey to gain insight into how organizations are adopting — or planning to adopt — blockchain technology. We are also seeking to identify important issues organizations are encountering or foresee encountering in their blockchain efforts. This Update examines survey findings pertaining to budgets for blockchain in the enterprise.

Cutter Consortium has been conducting a survey to gain insight into how organizations are adopting — or planning to adopt — blockchain technology. We are also seeking to identify important issues organizations are encountering or foresee encountering in their blockchain efforts. This Update examines survey findings pertaining to budgets for blockchain in the enterprise.

Many enterprise architecture (EA) teams struggle with creating a program that demonstrates the level of strategic value that they believe EA should have. This Executive Report provides five tangible, actionable steps to remove many of the most common roadblocks to growing the strategic nature of your EA program. I call this process “climbing the ladder.”

Many enterprise architecture (EA) teams struggle with creating a program that demonstrates the level of strategic value that they believe EA should have. Even after following all the advice in frameworks and online articles, chief architects and CIOs still struggle as EA programs fail to reach their potential as an influencer of strategy execution across the enterprise. There are five steps that your EA team must do to go from a tactical technical program to a strategic role.

Many well-managed companies struggle to establish the smoothly working engines of innovation; we observe several typical points of failure in their attempts.

Helping a shorter person put a bag in the overhead compartment, organizing neighborhood cleanups, or starting petitions to change government — these small acts of leadership happen every day, forming the glue that holds civil society together.

Sometimes what we call innovation is only creating change. We may call it innovation, though, and we may not be able to contradict our own logic. The work of architecture is to delineate the trivial from the sublime, to enable us to see those aspects of a system that have a disproportionate impact on value. The work of architecture, first and foremost, is to help us “see” the architecture.

Organizations are using blockchain to create new business models — exploiting its capabilities for optimizing contract management, financial transaction management, and identity management.

I ended my previous Executive Update in this series of articles on creating new possibilities through data virtualization by asking whether the case study company featured could have unknowingly introduced the “perils of parallel processing” into its computing environment by using data virtualization to initiate multiple applications simultaneously. To answer that question, I need to begin by reconstructing the chain of events that led the company’s IT organization to implement a solution resulting in this contingency.

Enterprise architects and IT executives recognize the problem of technical debt, but what do they do without the resources and funding to deal with it? They need tools and techniques to communicate the problem to their stakeholders and engage with them.

The business value of consumer analytics and big data is not just about what you can discover or infer about the consumer, but how you can use this insight promptly and effectively across multiple touchpoints to create a powerful and truly personalized consumer experience.

Discover what organizations are doing — or planning to do — with blockchain in this 30-minute webinar presenting Cutter Consortium's latest research findings.

Discover what organizations are doing — or planning to do — with blockchain in this 30-minute webinar presenting Cutter Consortium's latest research findings.

The ability to “observe, orient, decide, and act” (OODA) better than peers is the cornerstone of information superiority strategy that companies playing in the digital market strive to achieve. In this Advisor, we outline our view of principles, practices, and architecture patterns that can be employed to achieve information superiority through systematically improving OODA performance.

The Process of Things ensures value-added services such as developing smart applications around connected things and reaching out to more customers through adaptable things.

This Executive Update describes nine specific workarounds that two global, multinational ITSPs used in their endeavors to reap the payoffs of cloud-based business models. We present these workarounds as key lessons learned from an in-depth study of these two organizations. 

This Executive Update describes nine specific workarounds that two global, multinational ITSPs used in their endeavors to reap the payoffs of cloud-based business models. We present these workarounds as key lessons learned from an in-depth study of these two organizations. 

The best way forward in handling the challenge of big data application in practice is to approach it from a business rather than technology (or analytics) viewpoint. Such an approach is strategic: multidisciplinary, holistic, and with a long-term focus — something that may not always be at the forefront of issues confronting struggling businesses. Big data adoption in a strategic manner requires financial investment, senior management involvement, understanding of risks, and a certain level of process maturity in the organization. This Executive Update presents the outline of a strategic, holistic approach to big data adoption in an organization that helps overcome the current lacuna in the strategic space. This approach is based on the Big Data Framework for Agile Business (BDFAB).

Through the use of the Cynefin framework, some of the challenges in IT governance become clearer.

AI systems (and robots) have the potential to make changes to our society that are as sweeping as those of the Industrial Revolution. Many jobs done today by people will become jobs that robots and AI can do better.

In this on-demand webinar, Senior Consultant Whynde Kuehn explores an enterprise perspective on the strategy execution life cycle and the critical role business architecture plays throughout the life cycle. She also discusses some practical steps you can take to optimize the strategy execution life cycle and begin to integrate business architecture into it over time.

For technology-dependent products, companies, institutions, and even societies, sustainability depends on learning how to manage technical debt. Like most transformations, incorporating new practices into our organizations will likely be an iterative process. We already recognize the problem, and researchers are making progress, albeit mostly on technical issues. This Executive Update proposes a policy-centered approach to the problem. It begins with a principle that can serve as a guide for constructing technical debt management policy, and then shows how to apply that principle to develop nine recommendations that enable organizations to manage technical debt effectively.

Successive or concurrent rollout of target business operating models leads to a continuously shifting baseline for some or all business design components, thus requiring careful planning and data-driven decision making. Having a framework that baselines the state of each business design component and facilitates continuous measurement assists in executive-level decision making.

Discover the processes that can make Earned Value Management (EVM) a successful tool for managing performance on Agile projects.​