For an enterprise architect, the key point is to understand digital disruption as well as you can and plan the best possible response given this understanding.

People, on their own, are generally not good at using both fast and slow thinking, which is why quantitative analysts exist and use lots of tools.

In this Advisor, I offer a real-world example of a company that is investing in the Industrial IoT (IIoT), taken from an ongoing project in a global life science–biopharma organization.

Implementing robotic process automation (RPA) in any organization is itself a process with defined steps. In this Advisor, we discuss the critical junctures required to achieve process automation implementation in any organization.

Many long-standing problems like technical debt owe their longevity to two factors — not dealing effectively with their causes and not dealing effectively with their resilience. Because what limits our ability to deal with technical debt might be not be technical, it is useful to explore possible psychological sources of the longevity of the technical debt problem, including the language we use to describe it.

This Advisor considers the decision-making challenges faced by architects within complex enterprises and in the face of many kinds of uncertainties, as well as a way to think about how to design in the real-world gray area that lies between certainty and uncertainty.

Blockchain has a number of applications in finance and accounting, including for facilitating triple-entry accounting, ensuring data integrity, automated auditing, and streamlining money transfers and payments.

I strongly believe that adopting a particular methodology is not the answer to achieving agility. Rather, organizations need to fix their internal structure and the way they operate. In this Advisor, I will discuss the challenges hindering agility and also the bottlenecks that prevent organizations from delivering business value. I focus on six phenomena that make any organization rigid.

How do you want your billing? Per hour? Per second? Per millisecond? Amazon Web Services (AWS) now has them all.

EA can be an effective tool for addressing digital and IT transformation in businesses of any size, as long as they are not rigid about their approach and do not try using a big hammer where thumb pressure will work.

We’re in the very beginning of a revolution dubbed the "Internet of Things," which enables us to propose and develop solutions for interacting with everything connected to the global Internet. Today, it’s the time for everything, rather than everyone, to get connected.

In this Advisor, I look at three stages of information superiority, with increasing levels of customer centricity.

This Advisor proposes a five-“I” framework for carrying out a discovery process to uncover opportunities for innovation and continuous improvement in business applications. Application development and support teams can use this framework for running continuous improvements using collaborating innovation and proactively address the evolving needs of business.

Agility, the ability to change direction fast when change is needed, is not something achieved by training your teams in a base set of practices. That might improve efficiency, but it doesn’t, of itself, give the ability to change direction rapidly. If you need agility, you need people who understand; who understand what is appropriate in the new context, and who can switch to doing that very rapidly.

In this Advisor, we provide an overview of our view on the role of the enterprise architect as a catalyst in enabling business transformation, driving innovation, and managing the innovation lifecycle.

Business process reengineering (BPR), along with a suite of digital technologies, can harness the insights of improved analytics.

The healthcare industry is wide open for applying blockchain technology, and we are seeing many projects and commercial efforts underway that center around healthcare data sharing, data protection, regulatory compliance, and process and transaction optimization.

One can argue that Agile methods do not pay off without trust to oil the wheels.

The main threat for banks does not come from outside but from within. It is not the fintech companies that are the biggest danger. On the contrary, they offer many new and fresh ways of working that traditional banks would never have thought of. The biggest danger for banks is their difficulty in quickly adapting to this changing landscape, opening up, and determining whom to collaborate with, acquire, ignore, or compete against.

The legal community comprises many entities, including professionals, bar associations, bar councils, public bodies, clients, security funds, judicial systems, banks, and more. This represents a true legal ecosystem, with an environment that generates big data traffic every day. There are issues related to privacy and data protection in this environment that can be addressed by software management systems, specifically a privacy management system (PMS).

Faced with a cross-section of seemingly disparate business and technology demands, one would logically ask how a business can concurrently execute a multiheaded set of strategies against operating models that are at best opaque and at worst driving companies out of business. The answer requires breaking down a business to its basic building blocks, which in turn provides a common lens through which to view and align business objectives, initiatives, and related investments.

This Advisor explores a near-term orientation to project leadership; one that helps connect the future to the present by building out from the central rule of "Invest in Yourself" (for personal proficiency) with two additional rules: "Engage Today's Talent" (for talent manager) and "Make Things Happen" (for executor).

One of the greatest growing risks for legacy systems is not the applications themselves, but rather finding people with the skills necessary to continue to develop, maintain, and operate them.

In an Agile environment, we are faced with the dynamic evolution of a finite boundary of integrated scope, cost, time, and resources; this finiteness — essential for business management and decisions — is the cradle for project management techniques, tools, methods, and frameworks. The earned value management (EVM) method was first developed to help with managing complex R&D projects mostly characterized by an unstable, volatile, and evolving scope. It is therefore no surprise that EVM applies to Agile projects. (Register for the complimentary How to Use EVM for Agile Projects webinar series now.)

If the right measures are put in place, following the digital trace enables transparency, traceability, and objective insight.