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  1. Home
  2. Journals
  • Dynamic IT Capabilities: Becoming Nimble Through IT Agility

    November 2007

    Is IT innovation important for your organization? If so, the time has come to find a way to create enough slack resources in your IT shop to buy time and brain-cycles for your employees to have the best chance to succeed at it. Sure enough, IT innovation is again a hot topic in corporate boardrooms and IT shops, and we are working hard to do our part to help you navigate it. While this issue of CBR focuses on dynamic IT capabilities, our next issue will be on the emerging topic of open innovation. In short, open innovation is the orchestration of knowledge inflows and outflows designed to speed up and improve a firm's innovation cycle (but, be patient for now, a lot more next issue.)

    In this issue:
    • Dynamic IT Capabilities: Becoming Nimble Through IT Agility
    • A Look at the Drivers of Dynamic IT Capabilities
    • A Management Practice Roadmap for Improving IT’s Capability for Flexibility and Innovation
    • Dynamic and Improvisational IT Capabilities: The New Frontier of Competitive Advantage
    • Dynamic IT Capabilities Survey Data
  • BPM: A Broken Promise or the Building Blocks of Modern Enterprise Architecture?

    November 2007

    "Whereas some of the more historical BPM initiatives were focused on automation, monitoring, and optimization of business processes, the modern BPM approach stresses flexibility; that is, the ability to quickly change processes as the business changes."

    -- Bartosz Kiepuszewski, Guest Editor

    In this issue:
    • BPM: A Broken Promise or the Building Blocks of Modern Enterprise Architecture?
    • Enterprise Architecture: BPM, SOA, and MDSD
    • Adaptive Process Management Architecture: Enabling Enterprise Innovation by Marrying SOA to Business Rules
    • Are BPM Suites Ready for Prime Time? Lessons from a Proof-of-Concept
    • BPM: Defining the Basics for Success
    • All That Glitters Is Not Gold: Selecting the Right Tool for Your BPM Needs
  • Offshoring: Lessons from Successful and Challenged Adopters

    October 2007

    This month's CBR is particularly important because what we have on our hands may be shaping up as a big crisis that, to be successfully addressed, requires joint efforts from different communities that seldom interact. I am not going to use cheesy terms such as "a perfect storm," but what we can see is, on the one hand, dropping enrollments in computer science degrees and increasingly limited number of mainframe skills being developed in universities; while on the other hand, mainframes continue to run many of the large mission-critical software applications of modern organizations. On the "third hand" (or the underhand as the famous blues song goes) is the lack of awareness and planning for the impending mass retirement of the baby boomers who hold the great majority of mainframe skills and knowledge today.

    In this issue:
    • Offshoring: Lessons from Successful and Challenged Adopters
    • Offshoring Overview: Pros Versus Novices
    • A Quick Look at Current Offshoring Challenges
    • Offshoring: An Arrow in Your Quiver, But No Silver Bullet
    • Current Experiences and Challenges in Offshoring Survey Data
  • Fostering Innovation: What Role Does Agile Software Development Play?

    October 2007

    "There is no doubt that agile is much more suited for innovative companies than traditional waterfall methods are. But is agility the natural path to innovation?"

    -- Jens Coldewey, Guest Editor

    In this issue:
    • Fostering Innovation: What Role Does Agile Software Development Play?
    • Innovation: Agile with Intent
    • Agile and UCD: Can This Marriage Be Saved?
    • I Spy Opportunity: Using Agile Methods to Spur Innovation and Revenue
    • Return on Agility: Financial Perspectives on Agile Development
    • The Case for Innovative Open Source Development and Agile Methods
  • Master Data Management: Transcending Technology, Solving Business Problems

    September 2007

    "All the technology in the world does not, by itself, constitute MDM. The technology has to be accompanied by a strong set of organizational rules, business rules, and well-defined data elements that can be universally understood by the user community."

    -- Al Moreno and Greg Mancuso, Guest Editors

    In this issue:
    • Master Data Management: Transcending Technology, Solving Business Problems
    • Critical Success Factors for Master Data Management
    • Strategic MDM: The Foundation of Enterprise Performance Management
    • Agile Strategies for Master Data Management
    • Why Is Consistency So Inconsistent? The Problem of Master Data Management
    • MDM Governance: A Unified Team Approach

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