Business Transformation Requires Transformational Leaders
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Insight
[From the Editor: This week's Cutter IT Advisor is from Cutter Fellow Robert N. Charette and Brian Hagen's introduction to the July 2012 issue of Cutter IT Journal, "Fixing ERM: From IT Security to Human Behavior" (Vol. 25, No. 7). Learn more about Cutter IT Journal.]
The avalanche of digital data that has resulted in Big Data storage and analytics is leading to additional issues as data volumes continue to grow in volume, variety, and velocity. A critical issue for the enterprise is how to maintain control of these immense pools of structured and unstructured data.
In this issue, we depart from our usual Executive Report format to bring you multiple viewpoints on a contentious topic: whether agile has transitioned from being an upstart methodology adopted in innovative organizations to being the methodology of choice for the “early majority” of Geoffrey Moore’s chasm. Have organizations indeed “crossed the chasm” in viewing agile as mainstream and in adopting it?
In Part I of this Executive Update series, we looked at the barriers to and possible benefits of collaboration. I examined the "four pillars of collaboration," which provide a foundation that supports collaboration and collaborative structures.
A MATTER OF TERMS
To the person in the street, the notion of managing risks at the enterprise level would seem like common sense -- ensuring that the enterprise doesn't take too many risks and that the ones it does take are sufficiently uncorrelated with one another that a single unfavorable event will not create a domino effect. Shareholders expect it. Employees want it for their own job security.
Organizations often spend huge amounts of money and time setting up risk processes and methods, along with supporting tools and training, which often fail to deliver the expected value. Why is this so? We believe the problem isn't in the risk processes themselves, which are usually logically correct. Rather, these investments alone do not enable great risk management practice because risk management is difficult -- it relies on getting groups of people to agree on how to manage things in the future that may or may not happen.
IN DESPERATE NEED OF INFALLIBLE RISK MANAGEMENT
Recent years have seen heightened concern about and focus on risk management, and it has become increasingly clear that a need exists for a robust framework to effectively identify, assess, and manage risk.
Advisor