This edition of The Cutter Edge explores ten critical areas in need of technology regulaton, the factors leading to information mistrust, the roadblocks to digital transformation success, and more!

In this Executive Update, we assess how a gradual transformation from traditional IT/network units to a more functional organization, using the example of telecom operators, will address several legacy constraints in adopting new technologies. Effective implementation of such a project reduces costs and organizational redundancies and provides the further push to digitalization.

In the webinar, “Overcoming the Industry 4.0 Skills Shortage,” Barry M. O'Reilly discussed the skills shortage that is both inevitable and predictable when businesses try to solve problems with Industry 4.0, which is less about automating old processes and more about inventing a new world in which computing drives business rather than mirrors it. It is apparent that we cannot simply continue as we have in the past. Educating engineers faster, matching them to jobs more easily, and simply doing “the same old thing” has not solved the earlier skills crises — and Industry 4.0 presents even tougher challenges than what we have experienced thus far. In this Advisor, Barry shares some responses to questions following the webinar.

In the webinar, “Overcoming the Industry 4.0 Skills Shortage,” Barry M. O'Reilly discussed the skills shortage that is both inevitable and predictable when businesses try to solve problems with Industry 4.0, which is less about automating old processes and more about inventing a new world in which computing drives business rather than mirrors it. It is apparent that we cannot simply continue as we have in the past. Educating engineers faster, matching them to jobs more easily, and simply doing “the same old thing” has not solved the earlier skills crises — and Industry 4.0 presents even tougher challenges than what we have experienced thus far. In this Advisor, Barry shares some responses to questions following the webinar.

I often describe the strategic risk management of emerging technology and disruptive business models as a combination of continuity and change. Striking the balance is often difficult in a high-stakes, rapidly changing environment. However, one should find comfort and guidance in the fact that while the tech­nical components change, the principles of risk manage­ment remain the same. The trick is to understand the technology enough and apply the appropriate mitigation strategy to de-risk the solution while striking a balance between business value and the assumption of too much organizational risk.

Data architecture as currently practiced is beset with a range of problems, many of which are described in a recent issue of Cutter Business Technology Journal — as are some solutions to some of the problems. However, I contend that we need to return to basics in decision making and ask how decisions are actually made by people and in organizations.

From the need for more tech­nology regulation to what technologies will be most transformative, from guidelines for keeping our data safe to minimizing the profusion of misinformation — we are sure you’ll find value in the observations in this issue of Cutter Business Technology Journal. We trust that they’ll give you the foresight to proceed with optimism, yet vigilance, into this new decade.

From the need for more tech­nology regulation to what technologies will be most transformative, from guidelines for keeping our data safe to minimizing the profusion of misinformation — we are sure you’ll find value in the observations in this issue of Cutter Business Technology Journal. We trust that they’ll give you the foresight to proceed with optimism, yet vigilance, into this new decade.

With all that is new and changing before our eyes, we asked the Cutter Consortium team of experts to weigh in on the technologies, strategies, and business models that will have the most relevance this year and beyond.

With all that is new and changing before our eyes, we asked the Cutter Consortium team of experts to weigh in on the technologies, strategies, and business models that will have the most relevance this year and beyond.

With a systematic way to assess, design, measure, implement, and effec­tively manage data, leaders increase the chances of maximizing the true potential of AI/ML, while meeting the needs of regulators.

Helen Pukszta brings us up to speed on the trends shaping drone usage. She foresees more enactment of regulations and new opportunities for business users of drones as well as for drone technology providers. According to Pukszta, “Regulatory changes, new drone technology, and continuing business adoption will make 2020 an exciting year for all drone users, but many sweeping changes, opportunities, and automation benefits of drones are still ahead of us.” How might your organization benefit from drones?

Helen Pukszta brings us up to speed on the trends shaping drone usage. She foresees more enactment of regulations and new opportunities for business users of drones as well as for drone technology providers. According to Pukszta, “Regulatory changes, new drone technology, and continuing business adoption will make 2020 an exciting year for all drone users, but many sweeping changes, opportunities, and automation benefits of drones are still ahead of us.” How might your organization benefit from drones?

Barry M. O’Reilly questions the validity of Agile practices. According to him, “The Agile movement’s focus on process as the solution to uncertainty has allowed technical quality to fall by the wayside, bringing even more doubt as to the ability of Agile to actually deliver.” O’Reilly contends that “only the people working directly with a problem can decide on tools and process in the evolving picture of their project, and their individual talents — not adherence to or avoidance of certain ideas — guide whether they achieve success or not.” What is your opinion on Agile versus talent, or is it Agile and talent?

Agile budgeting in the value streams is about products, rather than projects, forming the value stream portfolio. A product can already exist and generate value or can be an innovative idea that may turn into a component of the value stream portfolio.

The combination of a blockchain data structure and a set of consensus rules allows something magical to happen: stateless, bankless, digital money (aka cryptocurrency). More precisely, what is loosely described as a cryptocurrency is a fungible “token” that is “native” to a blockchain. The major native tokens can be exchanged for the government-backed fiat currencies we are more used to, but smart contracts can create and maintain special-purpose tokens.

In the webinar, “Envisioning the Organization of the Future: The Cognitive Enterprise,” Cutter Consortium Fellow William Ulrich described the formalisms that underpin the cognitive enterprise vision, the benefits to be accrued under that vision, and the steps your organization can take to begin its journey toward a cognitive enterprise vision while achieving incremental value at each step along the way. This Advisor shares with you some of the questions Bill fielded at the end of the webinar and his responses.  

This issue of The Cutter Edge discusses the use of an architectural strategy for digital business success, why complementary paths to legacy transformation offer an easy way to acquire new digital capabilities and intellectual capital, and the three roadblocks standing in the way of digital transformation. 

This issue of The Cutter Edge discusses the use of an architectural strategy for digital business success, why complementary paths to legacy transformation offer an easy way to acquire new digital capabilities and intellectual capital, and the three roadblocks standing in the way of digital transformation. 

This Executive Update series examines the extent that organizations are using or planning to use CX practices and technologies, the status of implementing CX management, the establishment of dedicated enterprise CX groups, and the reason such groups oversee CX initiatives. Here in Part VIII, we examine survey findings about the use cases and domains organizations see as most viable for applying CX.

This Executive Update series examines the extent that organizations are using or planning to use CX practices and technologies, the status of implementing CX management, the establishment of dedicated enterprise CX groups, and the reason such groups oversee CX initiatives. Here in Part VIII, we examine survey findings about the use cases and domains organizations see as most viable for applying CX.

Transformer-based natural language processing (NLP) models have serious implications for the entire field of NLP — from speech recognition systems to natural language generation (NLG), natural language understanding (NLU), machine translation, and text analysis applications. Consequently, tools for developing transformer-based models have become popular among researchers and developers implementing NLP applications.

In just 20 minutes, Mike Rosen will give you insight into how to break through the biggest barriers to digital business.

In just 20 minutes, Mike Rosen will give you insight into how to break through the biggest barriers to digital business.

Curt Hall predicts an increase in enterprise adoption of AI and, echoing Andriole’s sentiments, emphasizes “calls for new regulations to help guide and ensure the fair use of the technology.” He also anticipates a demand for greater transparency, fairness, and “explainability” in AI applications and products from developers and end-user organizations.