Successful organizations have a dilemma. Should they continue growing what is making them successful, or should they disrupt the market that they are successfully leading? What if they choose to grow their current business and later get disrupted by an upstart innovation? Or what if they disrupt a successful business too early? What if they overestimate the potential of an external disruption?

As technical debt tools like Sonar and SQALE become more and more pervasive, the measurement and interpretation of technical debt are becoming fairly standard operating procedures in many of the development "shops" I work with. On a regular basis in my Cutter engagements, I use dashboards like those shown in Figure 1 and Figure 2.

Think back for a moment to the best project experience you have ever had. It may have been in the workplace, part of some team sport you were involved with, or perhaps it was a major trip you undertook with your family. What are the characteristics that made that a great project experience?

As we explore in this Executive Report, the days of IT managed as a "cost overhead" need to end.

As we explore in this Executive Report, the days of IT managed as a "cost overhead" need to end.

There has been so much investment in IT by every company over the past years with the intention of making the business more competitive by improving productivity, optimizing the supply chain, enabling e-business, and so on.

There has been so much investment in IT by every company over the past years with the intention of making the business more competitive by improving productivity, optimizing the supply chain, enabling e-business, and so on.

Mobility will be one of the most sought-after enterprise initiatives in 2013. But implementing mobile devices and applications presents organizations with a number of issues and considerations.

In Part I1 in this two-part Executive Update series, we examined the current state of enterprise risk management (ERM) theory and practice and found, as former Yankee baseball player Yogi Berra once remarked, "In theory, there is no difference between theory and practice. In practice, there is."

In Part I1 in this two-part Executive Update series, we examined the current state of enterprise risk management (ERM) theory and practice and found, as former Yankee baseball player Yogi Berra once remarked, "In theory, there is no difference between theory and practice. In practice, there is."

Collaboration methods and tools are evolving rapidly because of a confluence of recent trends:

You are in the change agent business.

With the advent of devops, everyone in the software industry seems to have breathed a simultaneous sigh of relief. The problems of deployment would suddenly all be gone and the differences and past grudges between development and operations are a thing of the past:

Software delivery -- on track

Transition from development to operations -- smooth and without problems

The after effects of subtropical storm Sandy, which slammed into northern New Jersey late in October, are still being strongly felt. According to the latest count, some 30,000 businesses and homes in New Jersey and an additional 305,000 homes and 256,000 businesses in New York were destroyed or damaged by the storm.

The after effects of subtropical storm Sandy, which slammed into northern New Jersey late in October, are still being strongly felt. According to the latest count, some 30,000 businesses and homes in New Jersey and an additional 305,000 homes and 256,000 businesses in New York were destroyed or damaged by the storm.

Are you agile? You have probably heard this question before, and since you read this Advisor, chances are that you answered "yes" to it.

The rules of the game for attainment of commercial success by established firms are changing faster than anyone can say "change." Technological excellence, of course, still counts. However, it primarily counts as an element of nested business designs.

The rules of the game for attainment of commercial success by established firms are changing faster than anyone can say "change." Technological excellence, of course, still counts. However, it primarily counts as an element of nested business designs.

Although mobile computing is not new, there has been a lot of discussion lately about it, and about having an effective mobile/social strategy. The first question we need to ask is: what should your mobile strategy be?

The rules of the game for attainment of commercial success by established firms are changing faster than anyone can say "change." Technological excellence, of course, still counts. However, it primarily counts as an element of nested business designs. In such designs, the ability of the company itself to be affected through learning and changing is as important as its aspirations to affect customers, markets, and value chains.

Anyone in the business world is familiar with today's relentless pressures to increase productivity, improve customer relationships, create new products, shorten time to market, and increase shareholder return.

Misunderstood, poorly identified, and often brushed aside, the gap between strategic business demands and the ability of deployed IT solutions to meet those demands grows by the day.

Misunderstood, poorly identified, and often brushed aside, the gap between strategic business demands and the ability of deployed IT solutions to meet those demands grows by the day.

Mobile device management will continue to play a key role in enterprise mobility in 2013 as organizations accelerate their use of smartphones and tablets in an effort to increase employee productivity and enable the business to respond more efficiently to customer wants and needs.

Mobile device management will continue to play a key role in enterprise mobility in 2013 as organizations accelerate their use of smartphones and tablets in an effort to increase employee productivity and enable the business to respond more efficiently to customer wants and needs.