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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Levie Hofstee, cofounder of Neurocast, describes advancements made by his company. Neurocast is a later-stage startup gaining traction in using mHealth to provide real-world data on patients suffering from chronic disease, such as multiple sclerosis, both to aid new discoveries and to support 24/7 data collection during clinical trials.
In the drive to digitize more business processes, the intricacies of how all stakeholders interact with data have been underexposed. Though it is understandable that getting a grip on technology and reorganizing your business is hard enough, it is precisely this interaction that will determine your success. If you turn your perspective around, your data architecture will be of more value.
In this edition of the Cutter Edge, you'll explore a five-stage strategy execution scenario and the role of business architecture within each stage; how fast feedback processes, measurable outcomes, and empowerment can help businesses improve the quality and efficiency of their work; how shifting to IT development production lines can enhance software delivery, and more.
How interested are organizations in extending the capabilities of their RPA platforms and tools with more advanced, AI-based technologies? Fortunately, some initial findings from our ongoing survey on intelligent process automation (IPA) adoption in the enterprise helps shed some light on this question.
The COVID-19 pandemic has led to sizable disruptions in international economic activity, impacting all industries, although at different magnitudes. It is now time for decision makers to expand their focus beyond immediate crisis management to actions that will strengthen their competitive play in the medium and long term. Here in Part II of this Advisor series, we take a look at telecom, equipment vendors, and Internet services, in particular.
Value stream mapping (VSM) is a Lean manufacturing method used to analyze and manage the flow of materials/information/product to be able to bring a product to a customer. This Advisor proposes an eight-step VSM exercise to help team members all get on the same page.
The promise of the big and complicated framework, method, or architecture is our safety. Conformance to norms leads to acceptability in our modern techno-geocentricity: we are the center, we hold the center, nothing else matters, we know all that needs to be known. But are we at an inflection point? On the one hand, we have a world dominated by increasingly complicated frameworks detailing each and every aspect of a “transformation,” be it agile, digital, or other, along with associated architectures. On the other hand, we can contrast this framework approach with alternatives emerging from complex adaptive systems and complexity science. Unfortunately, those alternatives come with the cognitive load associated with uncertainty and ambiguity, and it is this friction that maintains the status quo.
You might think that a pandemic such as COVID-19 would offer an ideal opportunity to prove the value of data-driven decision making; you would be mistaken.