Market Mechanisms

Ultimately, most capital employed by successful firms will be human, not physical, and it will flow, like financial capital, to its most productive use.

Market Mechanisms

Ultimately, most capital employed by successful firms will be human, not physical, and it will flow, like financial capital, to its most productive use.

The Cutter Technology Trends Council Assertion #39 states, "We will see a new class of applications that we don't even know how to characterize yet (e.g., Zaplets)." This assertion will be explored fully in a future Council Opinion; the purpose of this Executive Update is to provide information about the Zaplet technology.

The Cutter Technology Trends Council Assertion #39 states, "We will see a new class of applications that we don't even know how to characterize yet (e.g., Zaplets)." This assertion will be explored fully in a future Council Opinion; the purpose of this Executive Update is to provide information about the Zaplet technology.

One of the many roles of a modern IT organization is finding and introducing new technology that enhances its parent organization's business objectives. When properly executed, this role enables IT to bring real bottom-line value to its parent by enabling breakthroughs in products, services, operational effectiveness, and/or competitive differentiation.

One of the many roles of a modern IT organization is finding and introducing new technology that enhances its parent organization's business objectives. When properly executed, this role enables IT to bring real bottom-line value to its parent by enabling breakthroughs in products, services, operational effectiveness, and/or competitive differentiation.

A couple of months ago, I wrote an Advisor on IBM's new patterns for e-business. In essence, IBM has examined the work it has done for clients and identified and formalized the major, recurring ways in which companies have solved e-business problems. At the moment, IBM has documented eight high-level e-business patterns:

Risk management is a critical part of project management, but it has one major problem -- the word "risk." This word is ruining the subject, and we should do something about it.

Risk management is a critical part of project management, but it has one major problem -- the word "risk." This word is ruining the subject, and we should do something about it.

Risk management is a critical part of project management, but it has one major problem -- the word "risk." This word is ruining the subject, and we should do something about it.

The strategies, techniques, and skill sets that made IT executives successful in the past will not suffice today or in the foreseeable future. Rather than a technology manager, today's IT executive is a business integrator, the executive who can identify ways to use technology to achieve competitive advantage.

During the past six months, I have been training and mentoring managers, users, and developers from the armed forces, major defense contractors, medical insurance companies, state governments, electrical and telephone utilities, and world-class research organizations. In every case, I was taken by surprise in learning that people from these organizations were still trying to understand the basics of object orientation.