Find analysis of data from Cutter's ongoing industry research efforts, brief treatments of topics that don't require the in-depth research of an Executive Report, updates on previously-covered topics, and more, in 2-4 page Executive Updates.

Paving Your Way to Customer Excellence in the B2B Market

François-Joseph Van Audenhove, Maxime Dehaene, Aurelia Bettati
To remain successful and to disrupt instead of being disrupted, best-in-class B2B organizations are recognizing the increasing importance of “the customer experience” to maximize value. Consequently, they have initiated profound transformations to develop customer preference and maximize margins.

Setting the Course for Automotive Recovery After COVID-19

Alan Martinovich, Andreas Schlosser, Florent Nanse, Ninghua Song, Philipp Seidel, Bill Reeves
Economic lockdowns in the COVID-19 crisis have quickly and severely compromised the automotive supply chain and dealerships worldwide in unprecedented ways. The recession after the crisis will cut global car demand by multi-digit percentages in 2020, followed by a slow recovery that will lag GDP rebound by one or two years. By the time car sales reach pre-crisis levels again in two to three years, powertrain electrification and digitalization will have made additional advances, just as buyers are returning to the market. This confluence creates opportunities in the automotive crisis recovery for those in the industry who set themselves on the right course now.

The Flywheel: Your Digital Shift Foundation

Tim Christoph, Viktor Kanzler, Philipp Mudersbach, Volker Pfirsching, Bianca Rieger
Today’s corporate world requires companies to look for a clear purpose for their business ventures, beyond solely maximizing profits. This purpose — or the why — is essential for future success in an ever-changing, increasingly digital business environment. As this Executive Update highlights, today’s companies must not only convince their customers of their offerings, but they also must convey opportunities to their investors and company strategy to their employees through the flywheel concept.

Business Architecture: Key Enabler for Strategy Execution Redux

Whynde Kuehn
This Executive Update explores opportunities for strategy execution, the role of business architecture and the resulting benefits, collaboration with other teams, and some steps we can take to move into action.

Understanding the Value of Data

Richard Veryard
Most of us will have some intuitive criteria for judging what data is valuable. These intuitive criteria may be good enough for simple and familiar operations, but when we start to address more complex and dynamic ones, we need a more systematic method for assigning value to data. In this Executive Update, we look at some of the challenges of putting a monetary or nonmonetary value on your data assets.

Strategy Execution’s Secret Weapon for Business Architecture

Brian Cameron
The job of the IT strategy isn’t to align to the business strategy. It’s to give the business people who create it as many options to change tack as possible. It’s a provider of IT capability in support of strategic business capabilities. Supporting, enabling, and aligning with core business capabilities equals competitive advantage when the business strategy is a good one.

Autonomous Machines Move to the Fast Lane

Alexander Krug, Philipp Seidel, Thomas Knoblinger
In a broad Arthur D. Little (ADL) study, we interviewed 30+ industry and technology experts along the automotive value chain (i.e., OEMs, suppliers, distributors, and end customers) in Europe, North America, and Asia. This Executive Update highlights the biggest challenges, barriers, and implications for vehicle design and the industry’s business models.

CX Management in the Enterprise, Part X: How Do Organizations View Their Efforts?

Curt Hall
In Part X of this Executive Update series on customer experience (CX) management in the enterprise, we examine survey findings pertaining to how organizations view their CX efforts to date.

Why and How Agile Can Harvest Value from Data Overload

Jonas Fagerlund
In today’s digital environment, companies and their customers are generating increasing amounts of data. Correctly interpreted and used, this overload can be a means of competitive differentiation. It can improve understanding of customers and their behaviors, as well as control of internal processes. However, in many cases, the amount of data is so large, and the nature of it so complex, that it is difficult to analyze and act upon. As a result, many companies do not manage to harvest the potential value of existing data, despite significant investments and efforts. This Executive Update provides a brief description of how Agile ways of working can help companies effectively and efficiently leverage data in their day-to-day operations.

A Trifecta for Finding Product-Market Fit

Pavankumar Mulgund, Deepti Tadala
In this Executive Update, we provide a detailed introduction to the design thinking and Lean Startup paradigms. We also explore their interplay with Agile and how this trifecta can enhance product-market fit by focusing on customer delight.

Getting the Customer Journey Right

Kai Karolin Huppe, Nils Niemeier, Michael Kruse
In this Update, we make the case for stronger customer involvement, clearer governance, quantification of value, and a sharper focus, as we find these elements are the four main reasons implemen­tations of customer journeys fail.

Getting the Most Out of Corporate/Startup Collaboration

Richard Eagar, Philip Webster, Gonzalo Libano
We all know that businesses are being disrupted faster than ever before — and innovation launch and adoption cycles are dropping; entrepreneurial startups are one of the main driving forces for this acceleration. Big businesses are hurting — and in the face of a period of economic uncertainty hindering growth — they want in on the act.

Moving Forward in 2020: Technology Investment in ML, AI, and Big Data

William Jolitz, Lynne Greer Jolitz
Instead of moving from technology to key customers with an abstracted total addressable market (TAM), we must instead quantify artificial intelligence (AI) and machine learning (ML) benefits where they specifically fit within business strategies across segment industries. By using axiomatic impacts, the fuzziness of how to incorporate AI, ML, and big data into an industry can be used as a check on traditional investment assumptions.

Navigating COVID-19 with Proactive Risk Management

Tom Teixeira
In light of the current, unprecedented global crisis, it’s crucial now more than ever to reevaluate your risk management process and ensure you are well prepared for what may lie ahead. Today’s executives must adapt their leadership and face the current crisis head-on with a proactive approach to risk management.

CX Management in the Enterprise, Part IX: Trends in Employee CX Training and CX Cloud

Curt Hall

This Executive Update series examines the extent that organizations are using or planning to use CX practices and technologies, the status of implementing CX management, the establishment of dedicated enterprise CX groups, and the reason such groups oversee CX initiatives. Here in Part IX, we examine findings pertaining to several enterprise CX adoption trends.

From Digital Shift to Digital Champion

Fabian Sempf, Fabian Doemer, Volker Pfirsching

This Executive Update sets out a roadmap to help companies understand what becoming a digital company means for them and how a digital equilibrium can be achieved, based on experience with traditional, non-digital businesses.

Architecting Ecosystems with Business Architecture

Whynde Kuehn

This Executive Update provides an overview of the essential role business architecture plays in defining, designing, implementing, and managing business ecosystems, along with examples of where this concept is emerging in practice.

Effective Transformation: Rethinking Your Strategic Roadmap and Operating Model

Karim Taga, Vikas Kharbanda, Arvind Rajeswaran, Dhruv Soni, Pranav Prince

In this Executive Update, we assess how a gradual transformation from traditional IT/network units to a more functional organization, using the example of telecom operators, will address several legacy constraints in adopting new technologies. Effective implementation of such a project reduces costs and organizational redundancies and provides the further push to digitalization.

CX Management in the Enterprise, Part VIII: Most Viable Cases

Curt Hall

This Executive Update series examines the extent that organizations are using or planning to use CX practices and technologies, the status of implementing CX management, the establishment of dedicated enterprise CX groups, and the reason such groups oversee CX initiatives. Here in Part VIII, we examine survey findings about the use cases and domains organizations see as most viable for applying CX.

Lost in Transformation: Strategic Options in a Changing Transportation & Logistics Market

Ralf Baron, Michael Zintel, Dennis Mikulla

In this Executive Update we summarize our view of the future transportation and logistics market and outline possible paths forward for incumbents. Our analysis is applicable to industries outside the transportation and logistics market as well.

Sizing, Structuring, and Fine-Tuning Your EA Function

Svyatoslav Kotusev

Virtually every organization in a developed part of the world critically depends on IT for running its business processes. Having a dedicated enterprise architecture function responsible for planning all organizational changes involving IT has thus became a necessity for most companies, with the exception of the smallest ones. But how should organizations design their architecture functions? How many architects do organizations need, and what specific positions should they occupy?

Statistical Project Management, Part XI: The Nature of Project Completion

Vince Kellen

Here in Part XI, we discuss how completion time estimates are determined and the biases that affect those estimates.

Digital Transformation & Design Thinking, Part III: Overcoming Transformation Challenges

Gustav Toppenberg, Biren Mehta

In Part III of this Executive Update series on design thinking and digital transformation, we examine the top challenges that arise from pursuing a digital transformation strategy and how design thinking tools and the design thinking process can help address these challenges.

The Global State of Business Architecture: Where We Are and Where We’re Going

Whynde Kuehn

As we near the end of another year, it is a good time to reflect and look forward. Whether you are think­ing over your organization’s business architecture practice or your own business architecture career, an awareness of the bigger picture is important for comparison and inspiration. That is the purpose of this Executive Update.

CX Management in the Enterprise, Part VII: More Leading CX Technologies

Curt Hall

This Executive Update series examines the extent that organizations are using or planning to use CX practices and technologies, the status of implementing CX management, the establishment of dedicated enterprise CX groups, and the reason such groups oversee CX initiatives. Here in Part VII, we examine some of the advanced technologies organi­zations are interested in adopting for CX.