Digital Strategy, Operating Models & Technology Implementation Insight

This Executive Report is an update to a 2015 edition that introduced a process for deriving enterprise architecture (EA) value metrics that align with the value drivers particular to an organization — those important to both the core business capabilities of the organization as well as its key stakeholders. It contains refinements to the process as well as additional information and perspectives from the field regarding the strategic use of value metrics that will, over time, allow the EA organization to be viewed as a strategic resource/partner and eventually earn a seat at the strategic planning table.

This Executive Summary accompanies an update to a 2015 Executive Report that introduced a process for deriving enterprise architecture (EA) value metrics that align with the value drivers particular to an organization — those important to both the core business capabilities of the organization as well as its key stakeholders. It contains refinements to the process as well as additional information and perspectives from the field regarding the strategic use of value metrics that will, over time, allow the EA organization to be viewed as a strategic resource/partner and eventually earn a seat at the strategic planning table.

When you watch live video recordings of jazz legend Miles Davis, he walks among the assembled musicians on stage during performances, guiding the focus or center of gravity of the music that they collectively create; he performs leadership. As one’s belonging gets more distributed in networks, relations become key to achieving collective creativity. Leaders are challenged to develop within their teams the capability to act and respond as one entity greater than the sum of their parts — to sound with one voice.

Do you need a forecast of your cloud spend? In this Advisor, I investigate five cloud spend forecast methods, with their pros and cons, to help you make a choice.

It is clear to all that COVID-19 has dealt a devastating blow to the economy. The aviation industry, in particular, faces a new reality. While aviation, pre-crisis, was thriving from the waves of globalization and travel commoditization, it was already facing threats such as environmental pressures, unbalanced profit sharing along the value chain, and multiple constraints on operational and business agility. Thus, the recovery phase will be extremely challenging, and we believe future growth will involve nothing less than reinvention of the industry, something that is true of many industries post-pandemic.

Although more devices are connected, the Internet of Things (IoT) is still far from living up to its full promise in many industries. But this is set to change — as 5G enables many of the technical requirements that have previously been lacking. Now is the time for companies to set their IoT strategies, and we believe investing in private networks, in particular, is important for companies to consider as 5G becomes a reality.

The authors share part of a research project that seeks to “demystify digital transformation” through findings from interviews with senior leaders at seven firms undergoing digital transformation in a variety of industries. One of their major initial findings is the degree to which senior leaders’ digital mindsets determine the success or failure of these initiatives. The authors highlight the importance of an enterprise-wide view, explaining why a project-by-project approach rarely produces true or lasting digital transformation.