Thomas Gossler writes about how a digital ecosystem platform demands a solid architecture for data and infrastructure on top of which a network of stakeholders can engage in valuable interactions with each other. The journey from a pipeline business model to an ecosystem platform is no small feat, and the author shares the approach he and his colleagues at Siemens Healthineers took and the lessons learned in their seven-year digital transformation

Thomas Gossler writes about how a digital ecosystem platform demands a solid architecture for data and infrastructure on top of which a network of stakeholders can engage in valuable interactions with each other. The journey from a pipeline business model to an ecosystem platform is no small feat, and the author shares the approach he and his colleagues at Siemens Healthineers took and the lessons learned in their seven-year digital transformation

The authors take a two-part approach to discussing the design of adaptive digital and data architectures. First, they propose a way to design solutions that actively identify and address key uncertainties and concerns so that the right kinds of EA artifacts will emerge to answer key questions about user desirability, technical feasibility, and financial viability for the right people. Second, they share patterns and techniques that can be used to design and build digital and data architectures with a high level of flexibility and adaptability that can better support the changes in priorities that successful digital transformation efforts need to be able to steer.

Any digital transformation requires significant changes across many dimensions, ranging from operating models to funding models to platform architecture, among others. In this article, Eric Willeke argues that keeping these changes aligned can be one of the hardest elements of digital transformation, especially when organizations try to sidestep the challenge of evolving their current technology organization to the required level of capability by creating a new, “digital” organization instead. Such attempts fail to address three problem areas that can trip up any digital transformation effort: fragmented value streams, poor decision governance, and inadequate management of the business capability portfolio.

Any digital transformation requires significant changes across many dimensions, ranging from operating models to funding models to platform architecture, among others. In this article, Eric Willeke argues that keeping these changes aligned can be one of the hardest elements of digital transformation, especially when organizations try to sidestep the challenge of evolving their current technology organization to the required level of capability by creating a new, “digital” organization instead. Such attempts fail to address three problem areas that can trip up any digital transformation effort: fragmented value streams, poor decision governance, and inadequate management of the business capability portfolio.

In this issue of Cutter Business Technology Journal, we explore how enabling successful digital transformations through data and digital architectures can facilitate the enablement of the value streams and customer journeys companies build to stay in touch with changing client expectations and user experiences, all while building out the organization’s digital backbone.

Here in Part II of this Executive Update series, we examine findings pertaining to surveyed organizations’ plans for adopting IPA into the enterprise, the establishment of dedicated enterprise IPA groups, the groups that are taking the lead on IPA, and the reasons such groups oversee enterprise IPA initiatives. 

Here in Part II of this Executive Update series, we examine findings pertaining to surveyed organizations’ plans for adopting IPA into the enterprise, the establishment of dedicated enterprise IPA groups, the groups that are taking the lead on IPA, and the reasons such groups oversee enterprise IPA initiatives. 

SAFe has emerged to provide the organizational context and hooks needed to support operating Agile at the level of an entire IT organization. Unfortunately, architecture has been left out of the conversation, leaving IT departments struggling to retain the benefits of architecture in Agile. But perhaps it is time to answer the question: SAFe is fine, but what about enterprise architecture? This Executive Update shows how to innovate on enterprise architecture, bringing it into the Agile model, using a technique called “wave alignment.”

In a recent webinar, Cutter Consortium Senior Consultant Jon Ward explained how shifting to IT development production lines, managed in the same way as car manufacturers manage their vehicle production processes, can improve delivery in an organization. In this Advisor, we share some of the answers to questions participants asked about how the concept of an IT development production line enables organizational learning and greater delivery efficiency.

The information-dominant financial services (FS) industry has witnessed fractional, fragmented, and transactional digitization compared to entertainment, transportation, travel, lodging, and retail. The FS industry is heavily regulated, consolidated, and has already-built digital capabilities; while the fintech pure plays have shown efficiency, many are built on the same business models as the traditional FS businesses. Thus, a genuinely disruptive model challenging the prominent incumbents of the FS industry has not yet emerged.

How does one measure culture? How can measures and metrics be used to influence positive culture change? Cultural measurement needs to focus on evaluating outcomes and processes that reflect behavior change. Two major types of measures that provide valuable perspectives are business outcome and enabling metrics, and we can apply both measurement types to culture change.

My previous Advisors referred to the use of business capability modeling and heat maps to better focus on business areas that require attention for an IT rationalization. In this Advisor, I expand on the use of reference models, what they are, and why to consider them.

Each year, research organizations publish lists of the top technologies to watch in the new year. Many of these trendy “celebrity” technologies appear on every list we see. But what about the ones that don’t always make the lists but are important to our personal and professional lives? In this Executive Update, we present a list of seven underdogs — technologies to watch closely. Look out — they just might become “wonderdogs” in 2021 and beyond.

Each year, research organizations publish lists of the top technologies to watch in the new year. Many of these trendy “celebrity” technologies appear on every list we see. But what about the ones that don’t always make the lists but are important to our personal and professional lives? In this Executive Update, we present a list of seven underdogs — technologies to watch closely. Look out — they just might become “wonderdogs” in 2021 and beyond.

How a business architecture can help organizations achieve UN SDGs, cloud-based remote access software as an alternative to VPNs, and more.

Increasingly, government agencies, businesses, universities, and other organizations are working together to build AI systems that analyze geo-mapped and other location-based data. One such impressive new ML application uses Uber driver data to track and alleviate urban traffic congestion. It is designed to give urban transportation analysts and traffic engineers access to information about city traffic patterns in order to relieve bottlenecks, chokepoints and other problems.

Even when responses to diversity, equity, and inclusion disparities are obligatory, we’re still missing the mark. Truth is, we have most of the pieces. We’re not apply­ing the knowledge that we have, which is why we’re missing the big picture. This Advisor considers how businesses navigate employment.

One of the key advances in software development in recent years has been the automation of many tasks and services. Contemporary software automation goes far beyond simple task runners and is now beginning to augment artificial intelligence and machine learning into the process, which further widens the scope of what can be automated. However, not all tasks in software development are well suited to automation, and not all tasks should be automated. Where do you draw the line, and where is software automation most useful for developers?

While every UN member state should use the SDGs for framing their agendas and political policies, the responsibility and potential for meeting these goals also lies with every individual and organization. This includes governments, non-profit organizations, and even for-profit businesses, which can be a powerful mechanism for change.

It takes a lot more than rugged and hardened data architecture to ensure data quality. One way of thinking about data quality issues as they relate to data architecture is to examine and address them through a layered approach described in this Advisor.

In this on demand webinar, Vince Kellen shares a new approach to data analytics, what it has generated for the University of CA San Diego, and the lessons they’ve learned that you, too, can adopt. 

The unemployment and income instability caused by COVID-19 has resulted in many people having difficulty meeting their credit obligations and many industries struggling to run their operations. Worldwide, governments and businesses have taken steps with exceptional speed to match this pandemic‘s unprecedented nature.

How do you implement low-code/no-code solutions? What are the important priorities that ensure LC/NC success? In this interactive virtual meeting, you'll learn from Greg Smith, Michael Papadopoulos, and other participants, and share your experiences.

In this on-demand webinar, you'll explore how enterprises can leverage the low-code/no-code (LC/NC) solutions that have relatively low learning curves and provide tools to easily create software to grow and transform the business.