Digital transformation needs to address the whole company as part of the larger strategy. Transforming the digital aspects of your company means transforming the whole company.

There is a space within which we operate. There is also a time window through which we peer into the world. There may be a broader universe that contains more of space and more of time, but that would be of little concern to us because the only universe that realistically matters is the little piece of it that we have carved out for ourselves, out of the vast spaces and time horizons of the broader one. And therein lies the architect’s challenge: Where are we operating in the space-time continuum? And are we sure that this is where we would like to be? This Advisor introduces an architectural tool that helps the enterprise center itself.

This edition of The Cutter Edge discusses the business advantage of capability models, improving project performance by identifying the social and emotional dynamics, and more.

This edition of The Cutter Edge discusses the business advantage of capability models, improving project performance by identifying the social and emotional dynamics, and more.

Business architecture is many different things, capable of delivering many different value propositions to an organization. It is a shared enterprise business language and mental model; a macro business lens for analyzing investments, risks, opportunities, and more; a key component of end-to-end strategy execution; and an important mechanism to bridge and break down silos. Certainly, silos can be necessary for organizations to operate; however, silos can be detrimental to an organization’s success. This Executive Update explores the challenges with organizational silos and how business architecture is uniquely qualified to address them.

According to Cutter Consortium research, organizations are using NLP and advanced imaging to add conversational computing and intelligent document processing capabilities to RPA platforms — enhancing their RPA deployments with more advanced process automation capabilities.

Examine your organization's process for acquisitive growth and explore how advances in EA practices can not only help overcome obstacles, but also enable value creation.

A major player in the transportation and logistics industry recently conducted a digital shift over an extended period. The program was initiated by the IT department, with the clear goal of making the organization more digital and finding its digital equilibrium. This introduces a key question: is the IT department really the best place to start when it comes to digitalization?

A major player in the transportation and logistics industry recently conducted a digital shift over an extended period. The program was initiated by the IT department, with the clear goal of making the organization more digital and finding its digital equilibrium. This introduces a key question: is the IT department really the best place to start when it comes to digitalization?

Tools and methods can work in some contexts but not others. If you have your own principles and mindset, then you can adapt or create your own methods and tools to fit your context. Once we realized this, we made a mental leap from a focus on methods and tools to a focus on principles and mindset.

Tools and methods can work in some contexts but not others. If you have your own principles and mindset, then you can adapt or create your own methods and tools to fit your context. Once we realized this, we made a mental leap from a focus on methods and tools to a focus on principles and mindset.

Although many organizations have developed digital strategies, far fewer have managed to implement them successfully. As we explore in this Executive Update, creating a “sense of urgency” is often seen as a top challenge for digital transformation due to general unawareness of the opportunities and threats to the core business. Furthermore, many organizations consider a lack of skills and competencies as major challenges on their digitalization journey.

Although many organizations have developed digital strategies, far fewer have managed to implement them successfully. As we explore in this Executive Update, creating a “sense of urgency” is often seen as a top challenge for digital transformation due to general unawareness of the opportunities and threats to the core business. Furthermore, many organizations consider a lack of skills and competencies as major challenges on their digitalization journey.

In a recent survey, Cutter Consortium asked organizations whether their customer experience (CX) practices and technologies are meeting or beating company expectations. We also sought to answer the following question: can organizations that have deployed these CX practices and technologies deliver a better customer experience and journey?

Business architecture is a critical — and typically missing — bridge between strategy and execution. Organizations should leverage it to translate strategies and other business direction and collectively architect, prioritize, and plan actions to be taken from a business-driven, enterprise-wide perspective. Indeed, business architecture and business architects contribute unique value across the strategy execution lifecycle, as well as connect other teams and help them be more effective.

Transforming all the data we generate into insights requires many steps. For someone to have the confidence level to use the resulting information and insights, these data manipulations must be trusted. In this Advisor, we review these steps.

As we explore the idea of “making a digital shift,” it’s important to examine the ways to keep up the momentum and stay on track in managerial, not technical, terms. The premise is that, as with a paint job, meticulous preparation is essential to success. From the earliest days, partial successes and outright failures litter the history of digital shifts, with write-offs running into 10 figures on some government projects.

As we explore the idea of “making a digital shift,” it’s important to examine the ways to keep up the momentum and stay on track in managerial, not technical, terms. The premise is that, as with a paint job, meticulous preparation is essential to success. From the earliest days, partial successes and outright failures litter the history of digital shifts, with write-offs running into 10 figures on some government projects.

The myth surrounding Agile projects goes something like this: a small team of developers who can handle any coding task (database, business logic, user interface, middleware, etc.) works hand-in-hand with the end user who talks with the development team about the details of the work requirements. The small-team-filled-with-generalists model may work for some small projects, but it doesn’t scale. The problem has been with confusing two parts of the traditional development problem: collaboration and specialized skills.

In this Advisor, we take a closer look at another type of important COVID-19 data: secondary data, which can help with future pandemic predictions.

In this Advisor, we take a closer look at another type of important COVID-19 data: secondary data, which can help with future pandemic predictions.

The volume of data available within an enterprise — and externally to it — is phenomenal. As a consequence, the role of information architecture has evolved, from the passive structuring and managing of data to a smarter, more active role of information effectiveness.

This edition of The Cutter Edge discusses why disruption is needed to keep agile alive and relevant, identifies five key factors essential to delivering value and realizing a digital shift, and more.

M&As can be rife with challenges. But with a relentless focus on using enterprise architecture (EA) to catalyze acquisitions, the challenges can be mitigated. In this webinar, Gustav Toppenberg and Stefan Henningsson look at the problem of acquisitive growth and reveal how advances in EA practices not only overcome the obstacles, but also enable value creation.

Researchers at hospitals, universities, and technical institutes are teaming up to apply artificial intelligence, machine learning, and analytics to help determine and predict COVID-19 patients’ hospitalization paths and medical needs.