This issue of The Cutter Edge explores three specific business architecture scenarios that will lead to increased relevance and leadership, why the validity of agile practices are being questioned, and more!

More and more, companies are looking to Agile technology teams for a model of behavior for the rest of the business. Agile teams work more holistically toward outcomes, make more strategic tradeoffs, are more transparent and responsive, and so on. If your team doesn't make software but you want to be more Agile, what can you do?

In this Advisor, Stijn Viaene has distilled five conditions for digital transformation success at the highest level that have emerged from his research.

With the onset of a myriad of new technologies, such as 5G, network functional virtualization (NFV), and the Internet of Things (IoT), executives are increasingly realizing that transformation of their technology organizations is imminent. As we explore in this Advisor, the CTO office — the center of technology transformation — needs to rethink its strategic roadmap and operating model. 

With the onset of a myriad of new technologies, such as 5G, network functional virtualization (NFV), and the Internet of Things (IoT), executives are increasingly realizing that transformation of their technology organizations is imminent. As we explore in this Advisor, the CTO office — the center of technology transformation — needs to rethink its strategic roadmap and operating model. 

Athula Ginige and Marie D. Fernando look at the idea of value creation in the digital shift era. In particular, their interest lies in how current Web- and mobile-based applications support what they term the “social computing” model, a new computing paradigm that stands apart from preceding computing paradigms. Their article presents a model for human needs fulfillment, which helps organizations map out their digital value-creation process and reveals the underlying information flow pattern required to secure trust.

Athula Ginige and Marie D. Fernando look at the idea of value creation in the digital shift era. In particular, their interest lies in how current Web- and mobile-based applications support what they term the “social computing” model, a new computing paradigm that stands apart from preceding computing paradigms. Their article presents a model for human needs fulfillment, which helps organizations map out their digital value-creation process and reveals the underlying information flow pattern required to secure trust.

A data integration strategy and information management within a sizeable organization can be incredibly difficult to define and even more difficult to imple­ment. Organizations need a way to manage data while making the best use of avail­able and appropriate technology platforms to process all of the different types of data within an organization.

The current trend indicates that most organizations tend to rely on (or are planning to rely on) in-house CX development, while just under 30% of organizations surveyed said that they were using or planning to use outside specialists to assist them with implementing their CX strategies and programs. I see this trend changing over the next 12-16 months, with the use of outside CX consultancies increasing in order to satisfy current and future demands for CX adoption.

A few years ago, I shared my thoughts on how consumer-facing organizations could use digital tools to engage better with their customers.” This article takes that idea a step further and describes the internal organizational and cultural changes that are required for this kind of digital transformation.

In this article, we analyze the skills needed for the development and use of enterprise architecture. We argue that these skills are vital to the success of organization-wide digital shifts.

In this Advisor, we examine five measures to demonstrate success in continuous integration and testing efforts.

In this Advisor, we examine autonomous systems. These systems are on track to find widespread adoption. They will be a game changer and will propel new research, development, and business opportunities. It’s no wonder they are attracting the interest of researchers, manufacturers, and users alike.

In this Advisor, we examine autonomous systems. These systems are on track to find widespread adoption. They will be a game changer and will propel new research, development, and business opportunities. It’s no wonder they are attracting the interest of researchers, manufacturers, and users alike.

This article focuses on the challenge of over­coming resistance to change during the digital shift process and advocates for organizations to build a culture of continuous learning and education into its strategy of innovation and performance development.

As we explore the idea of “making a digital shift,” we must focus primarily on the front end of the process: the hard thinking required at the C-level. We also need to tackle the reasons it must be at that level. Next, it’s important to examine the ways to keep up the momentum and stay on track in managerial, not technical, terms.

We feature five articles in this CBTJ, covering a wide range of issues relating to the digital shift — from securing executive-level buy-in during the transition and overcoming organizational/cultural inertia to creating a holistic overview of the enterprise and mapping the digital value-creation process.

We feature five articles in this CBTJ, covering a wide range of issues relating to the digital shift — from securing executive-level buy-in during the transition and overcoming organizational/cultural inertia to creating a holistic overview of the enterprise and mapping the digital value-creation process.

Recent research by Cutter Consortium shows that organizations view CX as appropriate for a number of use cases and domains. In this Advisor, we look at three of those areas: customer engagement, customer relationship management, and customer self-service and advisory systems.

To bridge the divide between the general understanding of the concepts that drive the business model and the departments and teams into which the employees have been divided, the organization has to make the leap from a model-driven data architecture to a model-driven organization; it has to derive its own structure from the logical design.

According to Cutter Consortium Senior Consultant Mike Rosen, there are three main roadblocks to digital business: 1) Lack of an agile architectural approach; 2) Limited data accessibility, integration, and quality; and 3) Inability to accommodate new requirements for speed, scope, and scale. Discover practical strategies for approaching and tackling these roadblocks in this short, on-demand session.

According to Cutter Consortium Senior Consultant Mike Rosen, there are three main roadblocks to digital business: 1) Lack of an agile architectural approach; 2) Limited data accessibility, integration, and quality; and 3) Inability to accommodate new requirements for speed, scope, and scale. Discover practical strategies for approaching and tackling these roadblocks in this short, on-demand session.

The early emergence of a new, potentially viral term — a “lakehouse” — suggests another wave of fuzzy thinking is about to infect the data architecture space.