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.

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).