Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
Recently Published
In this issue of Cutter Benchmark Review, we focus on IT innovation. Our contributors this month are George Westerman, a research scientist with MIT's Center for Information Systems Research (CISR); and Lee Devin, Professor of Theater Emeritus at Swarthmore College and author on the subject of innovation.
In the first installment of "Securing Cyberspace," we asked, "Is it time to rethink our strategy?" The answer was a resounding "yes." In next month's issue, our authors discuss a bevy of innovative ways we can protect our cyber infrastructure, from managing cyber risk through cyber insurance to reengineering the base protocols of TCP/IP.
It's no longer enough to respond to change; today organizations must lead change or be left behind.
How can companies survive in our globally changing and demanding marketplace? Is it possible to reach target windows with the right products and services while meeting quality standards in a fluid and shifting environment? Can you truly embrace change without devolving into chaos? Is it possible to welcome change? The answer to all these questions is a resounding yes, but only if you can lead change rather than react to it after the need to change has become painfully obvious.
Executive Update
Leadership and Agile Methods
INTRODUCTION
Agile project management is more aligned to leadership best practice than to traditional project management best practice. This Executive Update illustrates this link and highlights some useful leadership additions for agile project managers. By recognizing this relationship, project managers can tap into a rich source of practical guidelines, case studies, and tools.
In 2002, Cutter Consortium conducted its first comprehensive survey of the state of risk management practice in the IT community [5].
In 2002, Cutter Consortium conducted its first comprehensive survey of the state of risk management practice in the IT community [1]. The survey found that some 86% of organizations responding claimed they were practicing risk management, and 51% of those were practicing it in a disciplined, formal manner. From reports in general software literature, surveys on risk management and its relationship to capturing lessons learned, anecdotal experience, and so on, the practice of risk management seems to have grown both generally and in formality over the past four years.
Executive Update
Mapping CobiT to COSO and PCAOB
INTRODUCTION
Public companies subject to the requirements of the US Sarbanes-Oxley Act of 2002 (SOX) have widely adopted two internal control frameworks over financial reporting: CobiT and COSO. CobiT is used for IT controls, while COSO is used for business processes and entity-level controls. These two frameworks, along with guidelines from the PCAOB (Public Company Accounting Oversight Board), can be mapped and integrated with one another to provide an overall plan for SOX and global compliance.