Strategic advice to leverage new technologies
Technology is at the heart of nearly every enterprise, enabling new business models and strategies, and serving as the catalyst to industry convergence. Leveraging the right technology can improve business outcomes, providing intelligence and insights that help you make more informed and accurate decisions. From finding patterns in data through data science, to curating relevant insights with data analytics, to the predictive abilities and innumerable applications of AI, to solving challenging business problems with ML, NLP, and knowledge graphs, technology has brought decision-making to a more intelligent level. Keep pace with the technology trends, opportunities, applications, and real-world use cases that will move your organization closer to its transformation and business goals.
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GE has offered its Predix software platform for building industrial Internet and Internet of Things (IoT) applications for several years now. And GE has used Predix to build custom applications for its industrial clients, as well as to develop a line of industry and domain-specific IoT solutions it markets to customers.
There are changes ... lying ahead in every road
And there are new thoughts ... ready and waiting to explode
When tomorrow is today ... the bells may toll for some
But nothing can change the shape of things to come
"The Shape of Things to Come"
-- Max Frost & The Troopers
In our previous Advisor in this series (see "Implementing the Integrative Framework, Part II -- Scalability"), we differentiated project scalability from organizational scalability. Project scalability addresses the ability to perform projects requiring large numbers of engineers; whereas organizational scalability is about instituting common development techniques (such as Agile) consistently across an organization. Both are important, but one should not be confused with the other. You need to consider quite distinct aspects, and initiate quite different actions for each. As discussed in the previous Advisor, we recommend that at any point in time you pursue only one of the two kinds of scalability.
This is the second in a series of three Executive Updates concerning key issues involving the infrastructure as a service (IaaS)1 model of cloud computing. Part I dealt with key contract issues associated with the purchase of IaaS offerings. Here in Part II, we discuss important intellectual property (IP) issues (trade secrets, copyright, and trademarks) that arise for businesses using IaaS.
As automation increases, growing amounts of personal, social, and professional information are becoming available from social media networks such as LinkedIn and Facebook, which are now being drawn into a mechanical process. The amount of data available is prodigious, and online media continues to expand the reach of recruitment and the availability of candidate information.
This interview with Bart Baesens takes a quick look at some of the issues covered in his new book "Fraud Analytics Using Descriptive, Predictive, and Social Network Techniques: A Guide to Data Science for Fraud Detection," written with Véronique Van Vlasselaer and Wouter Verbeke.
This Executive Update looks at the vital factor of time in EA planning to demonstrate how an awareness of perceptions of time can improve EA development and discusses ways to recognize the most effective ways to make use of time.
Enterprise architecture (EA) has floundered in recent years as the topography of information technology itself has changed. We have moved into a more complex environment that is less easily subject to the kinds of rigid controls envisioned in the architecture concept. We have come to view EA as a static collection of plans and descriptions that do not directly correspond to business requirements. While numerous attempts have been made to salvage its image, the basic approach itself has been subject to questions of relevance.