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 leadership, IaaS, investment prioritization, operational excellence, sustainable innovation, change management, enterprise agility, and applying emerging technologies.
In this Executive Update, the last of three related Updates, we evaluate how financial organizations are responding to the new challenges of cloud outsourcing and continue to distill our findings based on research and data collection conducted from 2014-2016. Using insight from our interviewees, we share some action points through a framework that enables organizations to manage this increasingly complex, crucial area. We also outline some good practices for managing cloud-based innovation on a continuing basis in order to maintain daily compliance.
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.
In this on-demand webinar, Cutter Senior Consultant Paul Harmon considers the growing role of artificial intelligence and cognitive technologies in all aspects of business. He argues that cognitive technologies will simply extend the ongoing digital transformation requiring that companies reconsider their business models and processes yet again and that they will need to incorporate intelligent elements to remain competitive.
Having clearly defined outcomes creates the opportunity for stakeholders to reimagine their business, which informs the shape of future capabilities.
We usually think of leaders in large terms: Nelson Mandela, Martin Luther King Jr., Steve Jobs, and so on. However, small acts of leadership happen every day, forming the glue that holds civil society together. These include helping a shorter person put a bag in the overhead compartment, organizing neighborhood cleanups, or starting petitions to change government. These are moments of “guest leadership.”
We spoke with several technology leaders of large, established enterprises who are successfully tackling the myriad challenges of digitization: transforming their operating model and technical architectures, streamlining core processes, simplifying legacy systems, improving data quality, and unwinding excessive governance and control mechanisms. They are navigating the balance of technical and social considerations and creating a culture of continuous collaboration, problem solving, experimentation, and learning, which collectively creates enterprise-wide agility. These are very big enterprises that are learning to operate like small, agile startups.
The values contained in the House of Lean for the 21st Century give us guidance as to the mindset required to succeed, but it takes concrete practices to bring these values to life. Given that leadership is the foundation of Lean, the effective Lean leader needs to form habits that align to the pillars that support the goal.
Apart from consumer adoption of digital technologies, startups are also disrupting the status quo of traditional organizations. To address the threats and capitalize on the opportunities, organizations are transforming themselves to enable digital capabilities to improve customer experience and offer analytics-driven personalized products, services, and collaborative innovations, leading to increased top lines and margins.