Luke Merriman discusses the accelerated growth of e-commerce, which has been brought about due to COVID-19. Specifically, Merriman focuses on online classified marketplaces and looks to identify the changes required by these marketplaces to capitalize on the growth in e-commerce. He presents detailed results of a survey carried out by Trustap, an Irish startup specializing in escrow-style payments for online marketplaces.

The authors focus specifically on the potential of cryptocurrencies by asking the timely question, “Are Americans nowadays more willing to use Bitcoin-like cryptocurrencies?” Specifically, they want to know whether Americans would be more willing to use cryptocurrencies over credit cards to complete different e-commerce trans­actions. To answer the question, they surveyed 195 US participants about their willingness to use a hypothetical cryptocurrency called “DIGIcoin” to pay for 11 different products and services.

Blockchain is often criticized as being a solution looking for a problem. The authors seek to address this issue by providing readers with an understanding of blockchain-enabled technologies and the gig economy, and how blockchain can be harnessed to develop innovative business models to facilitate growth post-COVID-19. They touch on several exciting opportunities blockchain affords, including crypto­currencies, tokenization, decentralized applications, and smart contracts.

Denis Dennehy examines how AI can power a sustainable recovery for the Irish economy following COVID-19. He addresses common concerns associated with AI and shows that it will not just eliminate jobs through automation, but rather will create many new roles in specialized areas to support AI. Additionally, Dennehy discusses how AI can be used for social good to address several societal issues. In this thought-provoking discussion, he focuses on four strategic areas that he believes AI can support, namely: (1) agriculture, (2) smart manufacturing and supply chains, (3) education, and (4) smarter products and services.

Denis Dennehy examines how AI can power a sustainable recovery for the Irish economy following COVID-19. He addresses common concerns associated with AI and shows that it will not just eliminate jobs through automation, but rather will create many new roles in specialized areas to support AI. Additionally, Dennehy discusses how AI can be used for social good to address several societal issues. In this thought-provoking discussion, he focuses on four strategic areas that he believes AI can support, namely: (1) agriculture, (2) smart manufacturing and supply chains, (3) education, and (4) smarter products and services.

Joseph Byrum provides a unique perspective on how investment managers can use AI tools based on the US military’s OODA loop to assist in their decision making in periods of uncertainty in the market.

The key research question the authors seek to answer is whether technological advancement facilitates or complicates the banking industry. Their insightful discussion examines a range of changes in banking. However, the benefits of these technological developments also bring challenges, including cultural and infrastructural barriers, as well as information security concerns. While COVID-19 has accentuated the importance of digitalizing our banking systems, the associated challenges must also be given due diligence.

The key research question the authors seek to answer is whether technological advancement facilitates or complicates the banking industry. Their insightful discussion examines a range of changes in banking. However, the benefits of these technological developments also bring challenges, including cultural and infrastructural barriers, as well as information security concerns. While COVID-19 has accentuated the importance of digitalizing our banking systems, the associated challenges must also be given due diligence.

Although the financial services industry has become increasingly digitized with the emergence of new technologies, Bhavik Pathak argues that we have yet to see disruption in financial services parallel to what we have seen with Netflix, Uber, and Airbnb to the entertainment, transportation, and lodgings industry, respectively. The contrast is primarily due to restrictive regulations and infrastructure that favor the incumbents and limit the potential of emerging fintechs to niche product/service offerings. Pathak discusses how COVID-19 has disrupted this constraint by forcing governments to relax certain regulations.

Although the financial services industry has become increasingly digitized with the emergence of new technologies, Bhavik Pathak argues that we have yet to see disruption in financial services parallel to what we have seen with Netflix, Uber, and Airbnb to the entertainment, transportation, and lodgings industry, respectively. The contrast is primarily due to restrictive regulations and infrastructure that favor the incumbents and limit the potential of emerging fintechs to niche product/service offerings. Pathak discusses how COVID-19 has disrupted this constraint by forcing governments to relax certain regulations.

The articles within this issue of CBTJ cover multiple areas of financial services, including e-commerce, banking, and investment management. Additionally, this issue offers a broad geographical scope, taking a global perspective in several articles, while also focusing on specific regions and economies, including the US and Ireland.

The articles within this issue of CBTJ cover multiple areas of financial services, including e-commerce, banking, and investment management. Additionally, this issue offers a broad geographical scope, taking a global perspective in several articles, while also focusing on specific regions and economies, including the US and Ireland.

A “next normal” is undoubtedly going to emerge once the COVID-19 pandemic slows down or resolves. But while the coronavirus pandemic has disrupted the economy and work routines, it also provides opportunities for organizations to implement continuous learning and make progress toward upskilling and reskilling employees.

A “next normal” is undoubtedly going to emerge once the COVID-19 pandemic slows down or resolves. But while the coronavirus pandemic has disrupted the economy and work routines, it also provides opportunities for organizations to implement continuous learning and make progress toward upskilling and reskilling employees.

DevSecOps is becoming the dominant software engineering culture. It strives to unify software development, security, and operations. Users and businesses alike expect solutions that will be inherently secure by design and expect developers to be more responsive to business needs. This Executive Update explores the role of measurement in the organizational culture changes required for the successful implementation of DevSecOps. (Not a member? For a limited time, read it here.)

DevSecOps is becoming the dominant software engineering culture. It strives to unify software development, security, and operations. Users and businesses alike expect solutions that will be inherently secure by design and expect developers to be more responsive to business needs. This Executive Update explores the role of measurement in the organizational culture changes required for the successful implementation of DevSecOps. (Not a member? For a limited time, read it here.)

While strategy, risk, and metrics coexist tangentially in many organizations, the nexus of the three reflects the degree to which management thinks and acts proactively.

Businesses have traditionally organized themselves to ensure optimal effectiveness in each of their business functions. In today’s business climate, however, shorter product lifecycles, demand for customization, rising consumer expectations, and the growth of automation and data challenge this model. This Advisor describes the building blocks of generic capabilities and describes three categories of capability-based players seeking competitive advantage.

Businesses have traditionally organized themselves to ensure optimal effectiveness in each of their business functions. In today’s business climate, however, shorter product lifecycles, demand for customization, rising consumer expectations, and the growth of automation and data challenge this model. This Advisor describes the building blocks of generic capabilities and describes three categories of capability-based players seeking competitive advantage.

The chief scientific officer — or CSO — plays a key role in research and technology organizations (RTOs), ensuring scientific leadership, setting medium- to long-term strategy, and influencing scientific investment, among other roles. In a recent study, Arthur D. Little (ADL) set out to understand the full scope of the CSO position in RTOs across the globe.

The chief scientific officer — or CSO — plays a key role in research and technology organizations (RTOs), ensuring scientific leadership, setting medium- to long-term strategy, and influencing scientific investment, among other roles. In a recent study, Arthur D. Little (ADL) set out to understand the full scope of the CSO position in RTOs across the globe.

If you believe the undisputed research about diversity, equity, and inclusion improving outcomes, then ensure your behaviors match. If you value the importance of living in alignment with your values, then show the proof.

Heat mapping allows for high variability. It is a very universal approach to produce easy-to-read material that helps prepare decisions (e.g., for capability-based IT planning and IT rationalization). Heat maps may also show “hot spots” in the IT landscape and help communicate them.

This issue of The Cutter Edge explore strategies for making diversity, equity, and inclusion a strategic priority in your organization, why software development and change should be managed as a process, and more.

Interest among organizations for developing detailed plans and strategies for adopting and disseminating intelligent process automation (IPA) technologies and practices is very high, pointing to accelerated adoption of IPA over the next 12-24 months.