In this Advisor, we discuss several steps senior leaders and managers need to take to avoid the curse of ignoring the need for transformation that afflicted incumbents like Borders and Blockbuster.

Cognitive computing provides the underlying “engine” that, when coupled with the business knowledgebase, serves as the technology enabler behind the evolution of the cognitive enterprise.

When an organization decides to structure the teams that look after its digital products and platforms into feature teams, the technology stack must closely follow that structure. Most organizations, however, do not structure their technology stacks in this way, and the challenges that we observe today when trying to make changes at speed are usually attributable to that misalignment.

In this Advisor, we introduce the potential ethical issues in Industry 4.0 and look at these from two aspects: (1) ethical issues related to data and (2) ethical issues related to systems, technology products, and services.

Most organizations will start with a shell of an IRP and then start filling in the operational details. Typically, this effort begins with a security incident where the response goes horribly wrong. In this Advisor, we describe some of the task areas that add the most value to an organization.

The IT skills shortage has been around long enough for some to have proposed solutions. Will these ideas work for Industry 4.0? In this Advisor, we explore some past approaches to the skills crisis and see if we can glean any lessons from them.

The most sought-after technologies that surveyed organizations are interested in adopting to support their CX initiatives are customer analytics and customer behavioral modeling. Our research also finds considerable interest from responding organizations in using personalization to target content and promotions by audience.

The cognitive enterprise offers a business-driven vision for organizations where technology is merely a means to an end. This Advisor explores some common scenarios that manifest within a cognitive enterprise.

This edition of The Cutter Edge discusses how architecture should no longer aim to provide robust, detailed frameworks for man­dated solutions and componentry but instead should focus on strong general design principles.and provide guardrails for security, scalability, availability, etc. It also reveals the factors hindering CX management inititatives, according to a recent Cutter survey.

Currently, organizational interest in adopting game design and gaming techniques to support customer experience (CX) initiatives is limited; however, the concepts are quite applicable to CX practices.

In Part IX of this Executive Update series on statistical project manangement, we return to the eight volatility metrics to see how we can assign them to project managers, object types, objects, phases, and other levels of analysis.

In Part V of this Executive Update series, we examine the various leading CX technologies organizations are interested in adopting.

While the world is enjoying the benefits of the fourth industrial revolution, the risks to businesses from cyber threats are increasing in both sophistication and frequency. What can business leaders do to strengthen their resilience to cyber threats? Leaders must first recognize that the risks in the digital space present as real a threat to the success of the business as do the more familiar risks in the physical world. To build effective digital resilience, leaders must adopt a C-suite response, embracing both robust technology and organizational culture approaches.

The right team is key to crafting software systems capable of supporting innovation. Software delivery talent, however, is extremely difficult to find for a multitude of reasons, which we explore in this Advisor.

The right team is key to crafting software systems capable of supporting innovation. Software delivery talent, however, is extremely difficult to find for a multitude of reasons, which we explore in this Advisor.

This issue of CBTJ looks at three previous AI "waves" and helps us to get up to speed with the current state of AI and to think about some of the issues raised when we look beyond systems that appear to work as intended. 

This issue of CBTJ looks at three previous AI "waves" and helps us to get up to speed with the current state of AI and to think about some of the issues raised when we look beyond systems that appear to work as intended. 

Given the distributed nature and the potential uncertainty of the elements contained in any blockchain event, validation is an essential component. In this Advisor, we discuss how blockchain could improve trust in, and dependability of, the business process under automation.

This Executive Update offers an approach for calculating ROBAI to help business architecture teams better demonstrate their value and impact.

In this Advisor, we examine the three conventional essential security requirements — confidentiality, integrity, and availability — which present somewhat different issues in the age of Industry 4.0.

Cutter Consortium Senior Consultant Paul Clermont describes some of the impact that AI has had at the boundaries of commer­cial organizations and public policy in an article aptly entitled, “Who Knew THAT Would Happen?” Those of us who have experienced unintended consequences of other technologies will want to answer “anybody” but should remind ourselves that some may not have the memory of prior years, and that hindsight is perfect. Clermont explores how to identify possible unintended consequences in advance and proposes countermeasures to negative unintended consequences in the form of design principles and public policies.

Cutter Consortium Senior Consultant Paul Clermont describes some of the impact that AI has had at the boundaries of commer­cial organizations and public policy in an article aptly entitled, “Who Knew THAT Would Happen?” Those of us who have experienced unintended consequences of other technologies will want to answer “anybody” but should remind ourselves that some may not have the memory of prior years, and that hindsight is perfect. Clermont explores how to identify possible unintended consequences in advance and proposes countermeasures to negative unintended consequences in the form of design principles and public policies.

Cutter Consortium Fellow Lynne Ellyn recounts her experiences with AI technology in the real world, surveys the current landscape, and identifies key nontechnical issues that companies are likely to face when deploying AI-based systems.

Cutter Consortium Fellow Lynne Ellyn recounts her experiences with AI technology in the real world, surveys the current landscape, and identifies key nontechnical issues that companies are likely to face when deploying AI-based systems.

As AI becomes more visible as a corporate strategic tool, organizations will have to incorporate issues surrounding AI as part of corporate strategy. Pavankumar Mulgund and Sam Marrazzo help us by providing a framework for developing an AI strategy. The authors discuss the “minimum viable model” approach to the development of the underlying AI/ML models, along with the platform on which these models run and the inevitable tradeoffs. They conclude their piece by examining some best practices for the successful implementation of AI initiatives.