To mitigate cybersecurity threats, it is essential to understand the cycle of infor­ma­tion security governance and control: preparation, prevention, detection, response, and learning. This information security management cycle provides important guidance to organizations dealing with security incidents. However, in the con­text of Industry 4.0, these five tasks present different challenges. This Advisor explores the challenges of cybersecurity management.

To mitigate cybersecurity threats, it is essential to understand the cycle of infor­ma­tion security governance and control: preparation, prevention, detection, response, and learning. This information security management cycle provides important guidance to organizations dealing with security incidents. However, in the con­text of Industry 4.0, these five tasks present different challenges. This Advisor explores the challenges of cybersecurity management.

Borys Stokalski and Aleksander Solecki look at the processes and practices that support business agility from the perspectives of value innovation and product portfolio management. You’ll discover why “crossing of the Rubicon” is a useful metaphor to describe the challenge of rolling out an innovation that fundamentally changes the way an organization works, and why to achieve truly transformative changes, you’ll need to reevaluate skills, priorities, resources, and power.

In this two-part Advisor series, we illustrate how healthcare providers — hospitals, in particular — are starting to reorient their investments in core technologies and how technology vendors are adapting their solutions and services to meet these needs. Here in Part I, we focus on the key features of this paradigm shift.

In this two-part Advisor series, we illustrate how healthcare providers — hospitals, in particular — are starting to reorient their investments in core technologies and how technology vendors are adapting their solutions and services to meet these needs. Here in Part I, we focus on the key features of this paradigm shift.

What are the ramifications of moving from a project orientation to a process or product orientation? First, an organization needs to establish an efficient means of production. It must create a funding model and a value stream equipped and staffed with people able to deliver its software requirements. Then the organization must manage the flow of work into that development value stream. The concept of flow is critical to value stream performance. Lean manufacturing principles have established that an overloaded value stream slows down the rate of delivery, increases costs, and decreases quality.

This issue of CBTJ discusses various aspects of corporate crisis management and how business technology can help companies deal with crises of all kinds, but especially those that change everything. Remember that corporate crisis planning and management is a continuous activity that must be acknowledged and well-funded.

Data is not a resource. Data is the breadcrumb trail of human activities. Like a true breadcrumb trail, it indicates the activity but never fully describes it. Data doesn’t fall out of the sky like manna from heaven; it cannot be mined like cobalt, either. Data is a residue of activity, and when you think about data in this way, you can envision a data management practice where you start to fully focus on the activities that bring you value and, therefore, the data you need to collect.

This edition of The Cutter Edge explores adapting agile practices to non-software organizations, time management in a new norm, leveraging EA for strategic transformation, and more!

Neural-symbolic artificial intelligence (AI) combines the pattern-recognition and pattern-matching capabilities of neural networks with the symbolic-reasoning functionality and transparency features of rule-based and knowledge-based systems (KBSs). One of the main goals of neural-symbolic AI is the development of hybrid AI systems that are more explainable and transparent in their reasoning.

Provoke a shift in thinking and fully appreciate the impact of digital technologies on your business models with the insight and lessons learned in this exec ed course, developed by Cutter Fellow Rob Austin.

Continuous disruption is going to be the new normal; you will either disrupt or be disrupted. For those that succeed in adapting to the new era and reaching beyond their current business models, digitalization brings great opportunities for business growth both within industries and across industries.

Continuous disruption is going to be the new normal; you will either disrupt or be disrupted. For those that succeed in adapting to the new era and reaching beyond their current business models, digitalization brings great opportunities for business growth both within industries and across industries.

Yesha Sivan and Yonatan Rabinovitch discuss how to manage “black swans” crises with what they propose as the Three New Normals (3NN) framework. The authors explicitly state that the 3NN framework “was designed as a flexible descriptive framework, allowing for optimism, pessimism, or realism.” It focuses on how digital leaders can navigate sea changes.

Yesha Sivan and Yonatan Rabinovitch discuss how to manage “black swans” crises with what they propose as the Three New Normals (3NN) framework. The authors explicitly state that the 3NN framework “was designed as a flexible descriptive framework, allowing for optimism, pessimism, or realism.” It focuses on how digital leaders can navigate sea changes.

Robotic process automation (RPA) and artificial intelligence (AI) are complementary – when implemented together they enlarge the scale of value that can be created. In this Advisor, we share some practical insight into how communication service providers (CSPs) and other organizations can embark on the AI-powered RPA opportunity.

Robotic process automation (RPA) and artificial intelligence (AI) are complementary – when implemented together they enlarge the scale of value that can be created. In this Advisor, we share some practical insight into how communication service providers (CSPs) and other organizations can embark on the AI-powered RPA opportunity.

This Advisor explores a key question regarding digital transformation among analog-native companies: how can these businesses adapt their organizational structures to accelerate the transformation and build digital maturity?

Cui Zou, Wangchuchu Zhao, and Keng Siau respond directly to COVID-19 by framing the skills and training necessary to survive crises. The authors focus on the importance of helping organizations prepare beyond the current pandemic by teaching everyone how to use the technology tools — and exploit the processes — around remote working.

Cui Zou, Wangchuchu Zhao, and Keng Siau respond directly to COVID-19 by framing the skills and training necessary to survive crises. The authors focus on the importance of helping organizations prepare beyond the current pandemic by teaching everyone how to use the technology tools — and exploit the processes — around remote working.

Mark Lee gets specific about how pandemics should solve long-term work-from-home (WFH) problems. He discusses why VPNs are problematic, how they can — and should — be replaced, and why we need a long-term WFH strategy.

Mark Lee gets specific about how pandemics should solve long-term work-from-home (WFH) problems. He discusses why VPNs are problematic, how they can — and should — be replaced, and why we need a long-term WFH strategy.

Part XI of this Executive Update series on customer experience (CX) management in the enterprise covers the major issues and stumbling blocks that organizations tell us are holding back their CX efforts.

Through a series of equations, Dave Cherry outlines how to maintain customer loyalty before and after crises. He asserts that “for technology and business leaders to count among the bold, deciphering how to capitalize on this opportunity requires a foundation of confidence, flexibility, and resiliency — all anchored and enabled by knowledge.”