Expert Guidance to Ensure Agility & Top-notch Systems & Software
Make your software, systems, and software organization a source of sustainable competitive advantage in an era characterized by constant change. Cutter’s community of international experts provides a steady stream of alerts, updates, reports, and virtual events to keep your teams on the cutting edge of new developments in software engineering excellence, product management, and enterprise agility.
The three challenges described in this Advisor represent those that Agile teams face when attempting to follow enterprise architecture (EA)-level planning and design documents as well as the issues faced by Agile teams when transitioning their products to the operations team.
In this Advisor, I introduce the Agile Leadership Canvas, a rubric for guiding the Agile transformation conversation.
Endowing the old change management frameworks with the additional dimensions of technology and innovation could help change a company’s course. Along with process, people, leadership, and business, a new-age digital change management framework (DCMF) should emphasize developments in technology and innovation as well.
As we do each year, we asked Cutter’s team of experts to weigh in on some of the technologies, trends, and strategies that will truly make waves in the months to come. We hope the articles in this issue of Cutter Business Technology Journal help clarify your organization’s path forward in today’s digital economy.
This article details four outcome-affecting trends for 2018 (i.e., “trends that impact the ability of a company to leverage emerging technologies in their business”). The authors illustrate how companies can turn these potential trend risks into positive business outcomes through “startup ways of working” and new opportunities in the coming year. In particular, they encourage a return to the principles of the Agile Manifesto and a hard look at the technology foundations.
The hunt for a suitable insurtech, which not only brings the desired business value to the table but is also the least painful to align with from an IT perspective, needs to be approached in a systematic manner.
Senior management behavior is vital to the foundational change of establishing an enterprise culture for the digital era.
Just like excellent poker playing, deciding how and whether to act in an innovative effort requires both fast and slow systems of thinking. You need slow thinking to update your current beliefs with recent learning and then use fast thinking to act based on your experience and intuition. This Advisor explores some examples of fast and slow thinking in today’s organizations.