Global perspective to help you take advantange of the opportunities of the digital age
The objective, experience-based opinion and insight found in Cutter Business Technology Journal gives your organization the skills and vision it needs to address the spectrum of challenges ongoing business model changes and new technologies bring.
This Cutter Business Technology Journal issue focuses on key topics of interest for financial services organizations, namely equity crowdfunding, legacy systems migration, robo-advisors, test outsourcing, and refining the reconciliation process.
- Beyond Fintech: New Frontiers — Opening Statement
- Wise Crowds, Safe Crowds: Balancing Diversity and Protection in Crowd Investing
- Modernizing Legacy Systems with Machine Intelligence
- A Robo-Advisor for China: Asset Allocation in Alpha UMa
- Challenges and Success Factors in Global Test Outsourcing
- Refining Reconciliation: A Machine Learning Approach to the Financial Industry’s Toughest Task
The four articles published in this issue discuss some of the key technologies that will be of significant relevance to the future of financial services and, potentially, other domains. Specifically, they focus on semantic ontologies, next-generation robo-advisors, tools supporting internationalization and localization of legacy systems, and 3D visual analytics.
- The Frontier of Fintech Innovation — Opening Statement
- Enabling More Efficient and Flexible Reporting Through Semantic Ontologies and FIBO
- How Robo-Advisors Manage Investment Portfolios
- Going Global: Internationalizing and Localizing a Legacy Financial System
- Picture This: Using 3D Visual Analytics to Explore Complex Temporal Data
Technological advances such as augmented reality, virtual reality, cognitive assistants, 3D/4D printing, personalization, conversational interfaces, drones, deep learning, predictive analytics, the Internet of Things (IoT), blockchain, digital currencies, new payment systems, and affective computing play major roles in promoting and enabling the next wave of business innovation. These technologies — combined with new business models facilitated by social/collaborative commerce, shared services, and crowdsourcing — will have a profound influence across the business world. Furthermore, businesses will need to cater to the new expectations and demands of the digitally embedded “selfie” generation of customers, while also serving older generations. This scenario raises a few pertinent questions among business executives and IT professionals: Where is the business world headed? How will businesses get transformed, and what new applications and innovations will emerge? What will evolve as the “new normal”? What new opportunities will arise for the IT industry and technology professionals? In this issue of Cutter Business Technology Journal, we examine these questions and provide perspectives on them from experts in different areas.
- Business Opportunities in the New Digital Age — Opening Statement
- Business Opportunities in the Selfie Era: Where Disruptive Technologies and Life Events Meet
- Disrupt or Be Disrupted: The Digital Business Imperative
- How Can Companies Harness Disruptive Technologies?
- Innovating with Big Data, IoT, and the Cloud
- What Models Are Banks and Insurers Adopting to Drive Digital Transformation?
Organizations that are transforming to explore the opportunities of digital business must find a way to adapt to hypercompetition and hyperconvergence. Information superiority and digital capital should serve as the strategic foundation for those architecting their digital transformation. In this month’s Cutter Business Technology Journal, our authors explore these concepts in a way that gives readers a truly diverse yet coherent perspective on the subject.
- Information Superiority and Digital Capital — Opening Statement
- Data Doesn’t Matter. Time Matters.
- Information Superiority = Digital Capital?
- Information Superiority and Customer Centricity
- Follow the Digital Trace: Turning Digital Artifacts into Digital Capital
- Achieving Information Superiority: A Framework to Measure Business Operating Model Performance
Today, when everybody wants to disrupt their own or somebody else’s business, and new technologies that let them do it seem to appear almost daily, people with the “capacity to lead” are critical, and nowhere more than in the exploitation of IT. Obvious though this is, recognizing, empowering, and sustaining good IT leaders has been a challenge. People who can think strategically about what, why, and how to deploy technology but have trouble delivering it — and the reverse — fall short as IT leaders. Both skills are needed, and this edition of Cutter Business Technology Journal covers them in great depth.
- The 21st-Century Technology Leader — Opening Statement
- What Every Business Leader Should Know and Do About Digital
- The Digital Leader as Entrepreneurial, Collaborative Adventurer
- Accelerate and Scale Digitization with Lean Leadership Practices
- 12 Lean Habits of the 21st-Century Technology Leader
- How to Step Up Stepping Up: Promoting Guest Leadership for Successful Collaboration
This issue focuses on key topics of interest for financial services organizations, namely equity crowdfunding, legacy systems migration, robo-advisors, test outsourcing, and refining the reconciliation process.
This Advisor presents an overview of improving Agile techniques and practices by using design thinking within the Agile space and describes three techniques from design thinking methodologies that tend to yield benefits to Agile practitioners.
The existence of a digital backbone in an organization means that anyone aspiring and planning to transform different parts of the enterprise can leverage the digital backbone in a consistent and sustainable way, ensuring that each transformation effort connects and leverages a common platform. Digital transformation leaders are starting to realize that a powerful digital services backbone to facilitate rapid innovation and responsiveness is key to successfully executing on a digital strategy.
Can a method like EVM, developed to control projects with well-defined objectives, be applied to control product development initiatives that evolve continuously toward a “moving target”? In an Agile environment, we are faced with the dynamic evolution of a finite boundary of integrated scope, cost, time, and resources; this finiteness — essential for business management and decisions — is the cradle for project management techniques, tools, methods, and frameworks. The EVM method was first developed to help with managing complex R&D projects mostly characterized by an unstable, volatile, and evolving scope. It is therefore no surprise that EVM applies to Agile projects.
It’s a pleasure for me to introduce the first of two special issues of Cutter Business Technology Journal (CBTJ) showcasing the thought leadership and cutting-edge research and development (R&D) being done in State Street Corporation’s Advanced Technology Centres in Europe, the Middle East, and Africa (EMEA) and Asia Pacific (APAC), in partnership with University College Cork (UCC) and Zhejiang University (ZJU), respectively. The articles in this issue represent a small sample of the output from the R&D undertaken in these centers, which combine academic excellence with real industry impact.
Every business must deal with crisis, risk, and compliance challenges. Teams chartered with addressing these challenges are often split across business units and regions, which fragments crisis, risk, and compliance management efforts. Business unit silos and related complexities obscure ecosystem transparency, which in turn constrain an organization’s ability to identify risks, assure compliance, and prevent and disarm crises. Business architecture delivers business ecosystem transparency as a basis for improving a business’s ability to collectively address challenges related to crisis, risk, and compliance.
Organizations are using blockchain to create new business models — exploiting its capabilities for optimizing contract management, financial transaction management, and identity management.
For technology-dependent products, companies, institutions, and even societies, sustainability depends on learning how to manage technical debt. Like most transformations, incorporating new practices into our organizations will likely be an iterative process. We already recognize the problem, and researchers are making progress, albeit mostly on technical issues. This Executive Update proposes a policy-centered approach to the problem. It begins with a principle that can serve as a guide for constructing technical debt management policy, and then shows how to apply that principle to develop nine recommendations that enable organizations to manage technical debt effectively.
Agile methodologies, however popular they are, bring their own sets of “smells” and anti-patterns to the table, sometimes causing irreparable damage to the team. While the sources of these smells are many, one of the primary culprits is the mindset that treats Agile as “yet another methodology,” totally ignoring the cultural aspect. This article throws light on some of the prominent smells that are emerging of late in the Agile world.
If you start changing an organization toward an Agile mindset, there’s no real end. Agile is about creating an organization of continuous learning and the transformation is done when there is nothing new to learn, which will probably be never. This puts an enormous challenge on middle management.
The articles in this issue present perspectives and ideas on business transformation in the digital age. We hope they will inspire and encourage you to visualize the likely future of business in your domain and to explore the opportunities it presents. Finally, we hope their insights will help you identify suitable transformation strategies and plans and, if needed, choose viable collaboration models for partnering with startups and other firms in your digital business efforts.
Beyond buzzwords, what we are seeing is a seismic shift in the role of technology in organizations. Technology is more and more embedded in everything we do as we move into an increasingly hyper-connected digital world, a world in which technology is driving significant social, organizational, and industry change.
In this on-demand webinar, you'll discover the strategic and tactical opportunities made possible by Digital Data Streams and the opportunities for improved customer experience made possible by DDS.
At the Cutter Digital Transformation & Innovation Bootcamp, Cutter Fellow and Harvard Business School Professor Karim Lakhani talked about digitally-driven disruption of traditional business models for value creation and capture, discussing platform models like Facebook and Twitter. To date, Twitter has clearly done a good job “creating value.” But unlike Facebook, it continues to struggle with the capture part of the equation.
Social collaboration is not about technology. It’s about connecting people, and it’s changing the way business is being conducted. Similarly, gamification is not about games. It’s about motivating the personal and professional behaviors that drive business value. Together, social collaboration and gamification help companies reap great benefits — among them, the ability to deepen customer relationships, drive operational efficiencies, and optimize their workforce.
Roadmaps have two key functions in strategy planning. The first is to outline planned architectural changes that will deliver the required strategies; the second is to outline alternative ways to achieve the same results.
Just as recent global events have given us reason to pause and reflect, the pace of technology emergence and disruption is proving to be a source of inspiration and uncertainty. Transitioning to a digital world is front-of-mind for many business executives, yet finding the right path is an ongoing challenge. So we asked Cutter’s team of experts for their insights on some of the technologies, trends, and strategies that will be relevant in 2017 and beyond. In typical Cutter Business Technology Journal fashion, our call produced a wide range of opinions and reflections worthy of consideration as you chart your business technology journey for the new year.
Artificial general intelligence (AGI) is currently emerging as an area where recent developments are likely to have a major impact on the way organizations do business, societies organize themselves, and even on how we address values and ethics.
The fact is that AGI already exists in our daily life. A common example is the GPS systems present in many new cars manufactured today; and let’s not forget the drones being used to deliver pizzas and cars that drive themselves. While automatic pilots have been used in commercial planes for quite some time, what AGI is about to offer to general business and human activity is well beyond what most of us have seen so far.
2017 is going to be a year of strange winners, and perhaps the strangest of all will be a giant leap away from technology and back to solutions that don’t rely on 24/7 connectivity. With the onslaught of major hacks and Facebook embarrassment, the antitech crowd may have its best year in decades.
One of the most prevalent blockchains in the world, Ethereum, is poised to switch from a proof-of-work (POW) algorithm to a proof-of-stake (POS) algorithm, likely in 2017, with the release of the Casper codebase. Why does this matter? Because blockchain technology is becoming increasingly relevant and prevalent in businesses across the globe. It holds great potential to disrupt how businesses perform basic transactions, from payments, to programmable, self-executing contracts, to identity verification.