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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Joseph Byrum describes an intelligent enterprise as one that embraces AI to guide all its functions and decisions, small or large. However, this business is not run by the all-knowing, utopian artificial general intelligence (AGI) that science fiction writers and some commentators envision, which is a distant dream. Rather, it is an enterprise run by augmented intelligence — humans using AI and decision support tools that are enriched to the extent that is currently realistic and feasible. Byrum discusses the advantages of enterprises embracing augmented intelligence but cautions that making the entire enterprise “intelligent” requires concerted effort.
We present in this issue of CBTJ a set of five articles that provide actionable insights on topics of current interest to professionals and executives. We hope the articles inspire and encourage you to harness advanced automation in your domain of interest.
Although many organizations’ IT departments have begun to focus on quickly adopting emerging technologies, many of those organizations struggle to balance the need to deploy new technology with speed and agility while maintaining compliance with their organization’s traditional risk management frameworks. This struggle is why organizations adopting BaaS must shift from letter of the law (“box-checking compliance”) to spirit of the law (principles-based compliance) risk management (i.e., to risk-based methodologies whose foundational risk mitigation principles align with desired business outcomes).
There are two types of data involving COVID-19: primary data and secondary data. As we explore in this Advisor, primary data relates directly to the pandemic and measures outcomes.
As data becomes an increasingly large factor in every¬day living — overcoming organizations with a tsunami of new information — how can we cope with all this data alongside our legacy transactional data and make sense of it all?
In this edition of The Cutter Edge, you'll discover practical exercises that will help your organization achieve enterprise agility, how to create a solid business architectures that underpin successful business ecosystems, and how to prepare for the post-Corona era in the oil & gas industry.
In response to the coronavirus pandemic, facial recognition vendors are developing new algorithms and employing multiple biometric technologies to enable their products to identify people wearing masks.
A digital company uses digitalization to increase its value. Achieving this requires a holistic approach, which covers the business model, processes and organization, digital enablers (e.g., data and technology), and employee skills and company culture. Finding out which initiatives add value and contribute to company goals is key to finding the digital equilibrium.