Technology Strategy & Implementation Insights
Boost business success via insights on emerging trends in digital transformation and IT strategy; practical frameworks you can apply; and guidance from the world’s experts in areas as diverse as leadership, IaaS, investment prioritization, operational excellence, sustainable innovation, change management, enterprise agility, and applications of new technologies.
The truly game-changing opportunities or challenges we face in our businesses are a blend of the complicated and the complex. Being able to understand the difference between the two domains and manage accordingly is thus the key to success. An inability to differentiate between complicated and complex leads to one of the most fundamental causes of business and technology failure — the illusion of control.
Cognitive computing is among the major trends in computing today and seems destined to change how business people think about the ways in which computers can be used in business environments. “Cognitive computing” is a vague term used in a myriad of ways. Given the confusion in the market as to the nature of cognitive computing, this Executive Summary and its accompanying Executive Report (Part I in a two-part series) describe what we mean by cognitive computing by exploring five different perspectives on the topic: (1) rules-based expert systems, (2) big data and data mining, (3) neural networks, (4) IBM’s Watson, and (5) Google’s AlphaGo.
Cognitive computing is currently a hot topic that will revolutionize how organizations use computers. In Part I of this two-part Executive Report series, we consider the nature of cognitive computing. We look at the topic from five different perspectives, including: (1) rules-based expert systems, (2) big data and data mining, (3) neural networks, (4) IBM’s Watson, and (5) Google’s AlphaGo. We conclude that cognitive computing isn’t a specific new technology, but rather a variety of different technologies and complex architectures used to solve complicated and challenging problems.
A digital transformation isn't just launching a brand on social media, hosting an electronic storefront, or connecting the enterprise workforce. Nor is it activating big data or analytics to synthesize new differentiators. A digital transformation requires escape from the routine mindset of business strategy to discover adjacent opportunities and strategies that create an asymmetric competitive advantage (i.e., a powerful advantage that denies competitors the use of similar strategies and tactics).
Over the past few years, the professional prestige of IT departments has declined while the use of IT keeps growing. Soon, practically all smartphones and smart TVs worldwide will connect to the Internet, and while billions of these devices and the systems that power them will go online and increase the demand for IT, my professional practice and the data from the MMVM project indicate that the influence of CIOs and IT teams is decreasing, while the frustration of organizations and clients with the IT organization is increasing. The high failure rate of IT projects persists, while obsolete systems and cybersecurity risks are on the rise. That’s why it’s indispensable to start moving IT management in a different direction — the professional and deliberate management of trust, along with continuous growth in the soft management capabilities of IT professionals that have become the new core competences of the technical professional.