Social media, including but not limited to social networks, is no longer just where you spend your evenings when

Cloud computing is an evolving technology that offers opportunities and benefits for companies and enterprises. It provides the ability to simplify previously difficult processes such as using green IT. This helps organizations follow corporate social responsibility (CSR) guidelines and make use of environmentally friendly IT. As businesses that utilize cloud computing provide their products in a cloud supply chain, it is important to clarify what IT services are involved in order to point out the value that can be gained from using cloud computing.

Right now, most complex project managers (CPMs) are accidents of their experience rather than the product of a planned professional development program. To be really effective in managing complex projects, organizations will have to reverse that.

Here's a question for you: who do you think is planning to spend US $20 billion a year on cloud computing, every year? I can't imagine that you came up with any answer other than the US government, and you're right. Well, almost.

Cloud computing "as a platform" will change the economics of computing by replacing up-front CAPEX with a more scalable, variable cost structure based on an on-demand, (almost) friction-free entry/exit, elastic, pay-as-you-go m

Cloud computing "as a platform" will change the economics of computing by replacing up-front CAPEX with a more scalable, variable cost structure based on an on-demand, (almost) friction-free entry/exit, elastic, pay-as-you-go m

In yet another conversation with a client, I was reviewing the activities that its architects were performing.

In this on-demand webinar, you'll discover the secrets of incorporating non-value-added necessities into the value-added work stream. You'll learn how High Performance Operations allow you to regularly let go of things that aren't working, and how they incorporate routine incremental kaizan. You'll discover common mistakes that hinder high performance, including the role of leadership, culture, trust, empowerment, learning and communication that will help you understand how your organization can break the molds and make a complete shift in its operations

Suppliers want customers to know three key things about client management. Let's look at each in more detail.

Suppliers want customers to know three key things about client management. Let's look at each in more detail.

In this on-demand webinar, you'll discover the secrets of incorporating non-value-added necessities into the value-added work stream. You'll learn how High Performance Operations allow you to regularly let go of things that aren't working, and how they incorporate routine incremental kaizan. You'll discover common mistakes that hinder high performance, including the role of leadership, culture, trust, empowerment, learning and communication that will help you understand how your organization can break the molds and make a complete shift in its operations

While the topic of open innovation first burst onto the scene in the earlier part of the 2000s, it only began to gather momentum toward the end of the decade with the addition of the crowdsourcing concept. Given the staying power of the open innovation trend, we thought it would be useful to revisit this topic with a new survey for CBR.

In 2007, I contributed to two CBR issues: one looking at Web 2.01 and the other at open innovation,2 both emerging buzzwords at the time. Last year, Cutter Consortium reran the Web 2.0 survey, yielding some very interesting results in terms of how attitudes and activities had changed over the years.3 Based on the success of that issue, this year we reran the open innovation survey, which we'll explore here.

This article revisits the state of open innovation implementation since my last CBR contribution back in 2007.1 I must confess, since my consulting business promotes the concepts of open innovation, I am particularly curious to know to what extent organizations worldwide are adopting such practices. In the first part of this article, I will investigate how much further organization have implemented the open innovation approach since 2007, by comparing and analyzing the results of this year's Cutter Consortium survey with those from four years ago. Next, I will dive into the differences between the survey findings and my professional experience in order to envision the trajectory path of open innovation.

This issue of CBR takes a page out of our multiyear installments in order to benchmark the evolution of an important trend over the last four years. We take a look at open innovation and its change in the understanding of our readership over the 2007-2011 time span.

This survey investigated how and to what extent organizations acquire intellectual property (IP) from sources outside of the firm as well as how and to what extent they leverage existing IP by commercializing it outside of the firm. The 65 respondents are from organizations headquartered or based in North America (38%), Europe/Middle East/Africa (25%), Asia/Australia/Pacific (31%), and South America (6%).

In December of 2010, I discussed BI and data warehousing developments that companies should be examining (in 2011), including mobile BI (see "What Lies Ahead: BI and Data Warehousing Predict

This Executive Report summarizes and explains the authors' work in implementing agile software development practices in the large and complex Cisco Voice Technology Group (VTG). The chosen solutions as well as the efforts required to implement them are discussed.

The accompanying Executive Report, aimed at both leadership teams of organizations and members of product delivery teams, details our experience changing the Cisco Voice Technology Group (VTG) waterfall culture to an iterative and incremental delivery system. In the report, we discuss how we went about initiating the change, what went well, and what we won't do again.