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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This Executive Updateconsiders lessons from the first 10 years of SOA and examines how advanced practitioners are putting that learning to use in next-generation service-oriented architectures.
In a previous Advisor (see "Database Futures I: Big Data, Cyber Security, IoT, and a Database Called 'Cockroach'"), I suggested that database thinking was in the most innovative stage since the 1970s and 1980s.
The goal of this Executive Report is to present six digital-driven transformations affecting 21st-century organizations. These are neither technologies nor business models per se; rather, they are transformations that define the connecting tissue between digital technologies and business strategies.
The purpose of the accompanying Executive Report is to define the nature and impact of "digital transformations" in the eyes, minds, and hands of CIOs and other CxO leaders: "eyes" in the sense of recognizing six concrete transformations; "minds" in the sense of understanding the meaning of these transformations for the organizations; and "hands" in the sense of driving some actions.
Much has been said about innovation. The argument is twofold:
This Executive Update looks at the concept of privacy in software development and examines the responses of survey participants who report they actually work with "privacy-sensitive" software.
Roadmaps are one of the core tools that enterprise architects use. In this Executive Report, we examine contemporary EA use of the key types of roadmaps. We explore best practices for the presentation of roadmaps and explain how roadmaps relate to other EA deliverables. We also show how roadmaps are used to communicate with all types of stakeholders — from executive-level leaders to senior decision makers, from business and IT management to IT operations and development and to portfolio and project management teams. Finally, the report examines how roadmaps address architecture partitioning and multiple levels of architecture planning as well as how roadmaps relate to strategic vectors and the delivery of business value
Business & Enterprise Architecture Vol. 17, No. 4
In its early manifestations, enterprise architecture was an IT function. The chief enterprise architect generally reported to the CIO, and the enterprise architecture work was focused on IT issues such as enterprise application integration, and (the lack of) technology standards across the enterprise. But just as business process reengineering (BPR) efforts illuminated the need to consider technology in BPR, so too did enterprise architecting efforts illuminate the need to consider business process -- and more broadly, business architecture -- in IT reengineering.