Some time ago, the Wall Street Journal ran an article with the title "What the CFOs Want." It reflected the views of a significant number of CFOs from large and small companies, including CFOs from companies such as PepsiCo, Comcast, Ford, DuPon

Although the popularity of current agile values and practices have their roots in software development, there exists a significant opportunity for these agile values and behaviors to be applied across the overall business.

As organizations rediscover that it costs far more to acquire a new customer than to keep an existing one, there appears to be a marked increase in assessing customers' experience. In this regard, customer surveys and focus groups are the typical tools of the trade.

In this on-demand webinar, Cutter Senior Consultant Andrew Spanyi focuses on the importance of measuring and monitoring your firm's performance in terms of delivering what customers really want.

This Executive Report introduces the API Economy to CxO-level executives of industries outside IT. It follows a novel dialogue format, as if it were a transcription of an introductory consulting session with the CEO and CIO of a fictional company in the oil and gas industry. The report defines API and the API Economy, discusses some of the many API business models, argues that this economy extends a proven software architecture onto the Internet, presents that architecture as a tool for thinking about business models, and discusses the role of developer relations in making APIs successful. The report then applies these ideas to the task of solving one of the fictional company's billion-dollar business problems using an API-based approach.

The accompanying Executive Report introduces the "API Economy" to CxO-level executives of industries outside IT. It follows a novel dialogue format, as if it were a transcription of an introductory consulting session with the CEO and CIO of a fictional company in the oil and gas industry.

This issue is the seventh installment in our annual series on IT budgeting. Together, our authors have given us keen insight into both the current practice of the IT budgeting discipline and the underlying assumptions that inform IT budgeting practice, as well as a solid "big picture" understanding of both the past and the future.

Budgets are plans that reflect beliefs about the future of an organization. While couched in monetary terms associated with an organization's specific industry, the gestalt of the message is one that transcends all lines of business. In short, internal financial reports as well as economic news delivered via the media can be seen across a range of optimistic and pessimistic views from the budget planner's desk.

This has been an interesting seventh year, particularly with the analysis of corporate compared to BU services organizations. Overall, the key point remains: IT's costs is an important component of IT management, in general, and IT governance, in particular. CIOs and business managers are encouraged to pay close attention to the patterns of their budgeting practices and the issues of how costs are identified and assigned to business units. These are relevant to the entire process of understanding the value of IT and its implications for the company as a whole.

This issue is the seventh installment in our annual series on IT budgeting. Together, our authors have given us keen insight into both the current practice of the IT budgeting discipline and the underlying assumptions that inform IT budgeting practice, as well as a solid "big picture" understanding of both the past and the future.

There has been a lot of discussion about the need for organizations to adopt tablet devices (e.g., iPad, Android-based, PlayBook) to enable their employees to communicate via email, participate in mobile conferencing, and to access, view, and interact with corporate data via reports, dashboards, and other functionality while o

There has been a lot of discussion about the need for organizations to adopt tablet devices (e.g., iPad, Android-based, PlayBook) to enable their employees to communicate via email, participate in mobile conferencing, and to access, view, and interact with corporate data via reports, dashboards, and other functionality while o

"By running a more or less consistent survey each year, we have the opportunity to not only ‘take the pulse’ of the budgeting activity in the current year, but also to acquire a longitudinal view by comparing the current year’s results with the past."

-- Joseph Feller, Editor

"By running a more or less consistent survey each year, we have the opportunity to not only ‘take the pulse’ of the budgeting activity in the current year, but also to acquire a longitudinal view by comparing the current year’s results with the past."

-- Joseph Feller, Editor

A year ago, most budget researchers like myself were hopeful that the budgets for the coming years would reflect an economic stability -- where businesses and nonprofits alike could begin rebuilding as unemployment concerns started fading away. Yet as the new year dawned, however, it became obvious that world economies had not turned the corner.

A year ago, most budget researchers like myself were hopeful that the budgets for the coming years would reflect an economic stability -- where businesses and nonprofits alike could begin rebuilding as unemployment concerns started fading away. Yet as the new year dawned, however, it became obvious that world economies had not turned the corner.

This is the seventh annual CBR IT budget survey, with each issue presenting the data and its implications for IT organizations. My contributions always follow a distinct theme, as reflected in each article title:

2006 -- "IT Budgeting: A Management Perspective"

This is the seventh annual CBR IT budget survey, with each issue presenting the data and its implications for IT organizations. My contributions always follow a distinct theme, as reflected in each article title:

2006 -- "IT Budgeting: A Management Perspective"

This year we've seen a few changes for CBR. We switched to a quarterly format and experienced an editorial change of cast, with myself taking the lead as editor. Another recent change we've implemented is to conclude each issue with a short list of action points.

This year we've seen a few changes for CBR. We switched to a quarterly format and experienced an editorial change of cast, with myself taking the lead as editor. Another recent change we've implemented is to conclude each issue with a short list of action points.

This survey, our seventh annual IT budgeting survey, examined general and specific aspects of IT budgeting in 69 organizations, 48% of which are headquartered in North America; of the remainder, 23% are headquartered in Europe, 17% in Asia, 4% in each of Australia/Pacific and South America, and 3% in Africa and the Middle East.

This survey, our seventh annual IT budgeting survey, examined general and specific aspects of IT budgeting in 69 organizations, 48% of which are headquartered in North America; of the remainder, 23% are headquartered in Europe, 17% in Asia, 4% in each of Australia/Pacific and South America, and 3% in Africa and the Middle East.

CMMI is the de facto standard for process improvement in the software development domain. This standard encourages a systematic approach to process improvement. On the other hand, agile software development fosters high customer collaboration, rapid feedback, and empowerment of the individual developer. Both approaches have already been proven to be compatible and synergistic.

Top 10 lists, year-in-reviews, and predictions abound at this time of the year. Since we don’t like to miss any of the fun, we asked Cutter Senior Consultants and Fellows to share their predictions for the business-IT landscape in 2013.