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.

In this webinar, Cutter Consortium Senior Consultant Jon Ward will help you understand why shifting to IT development production lines, managed in the same way as car manufacturers manage their vehicle production processes, can improve delivery in your organization. Discover how making the mindset change to a value stream approach will make it possible to deliver solutions more quickly. Understand how the concept of an IT development production line enables organizational learning, and greater delivery efficiency as the process is optimized.

Of the three value disciplines, operational excellence is the one where real-time data streaming is most critical. While product development should operate at a reasonably fast and agile tempo, and customer engagement assumes a reasonably up-to-date picture of the customer, some of the most interesting benefits of real-time data collection and analytics sit in operations.

Of the three value disciplines, operational excellence is the one where real-time data streaming is most critical. While product development should operate at a reasonably fast and agile tempo, and customer engagement assumes a reasonably up-to-date picture of the customer, some of the most interesting benefits of real-time data collection and analytics sit in operations.

Despite a lack of solid evidence, most stakeholders agree that the health economics of mHealth look compelling. If, however, mHealth implementation expands post-pandemic as an integral part of established healthcare over the long term, the question then becomes who should pay for mHealth. The answer relies primarily on two parameters: who benefits economically from mHealth and who bears the risks of healthcare costs.

How well is your company dealing with the pandemic? As the pandemic crisis deepened and all your business plans were invalidated rapidly, you probably tried to experiment and innovate at high speed. Experimenting can easily be done as an undirected action if there is no reflection happening. Only reflection allows us to come up with experiments that are based on an hypothesis (drawn from both experience and theory). Then we can innovate — by understanding how to measure the experiments in order to (in-)validate our hypothesis.

This issue of Cutter Business Technology Journal dives deeper and looks at diversity, equity, and inclusion from different angles with the help of seven stellar voices who lend their expertise to educate, examine, enumerate, and offer solutions.

Organizational transformations come in many forms, including divestures, joint ventures, taking a business public or private, and general market reorientations. Here, we explain EA in relation to one type of strategic transformation: acquisitions. Acquisitions are one way that businesses seeking to digitize use to accelerate the journey to their destination and, in our experience, to specifically complement their innovation-management pipeline.

Cutter Consortium has been conducting a survey examining how organizations are adopting or planning to adopt intelligent process automation. According to our initial findings, approximately one-fifth of surveyed organizations are currently using IPA platforms and technologies, while another 20% plan to do so sometime within the next 12 months.

This eight-hour virtual course will help your organization increase the likelihood of success in an early-stage project by applying residual analysis to manage complexity and improve system behavior early in the software systems design phase and build in robustness and resiliency along the way.

Since coming into prominence within financial services applications via technologies like cryptocurrencies and digital asset exchange, the race to find breakthrough applications in blockchain in other industries has been intense. However, despite major investments in knowledge, PoCs, and pilots, the results and value generated from these efforts remain modest, and it remains unclear whether blockchain technology really is the silver bullet that companies have hoped for. This is particularly true in the transport industry, identified early on as a promising area for blockchain applications due to its large number of independent but linked players, decentralized nature, and need to deal with issues like verifying authenticity and improving traceability and transparency, all while reducing transaction costs. In this Advisor, we share four cornerstones for executives in transport and many other industries to follow.

Examine today’s low-code/no-code (LC/NC) solu­tions — declarative development options with relatively low learning curves that provide a company’s workforce with the tools needed to easily create software to grow and transform the business.