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.
Companies continue to explore DEI and implement initiatives to create a culture of acceptance and understanding, while carrying out their missions and remaining profitable. But building an effective DEI strategy calls for a new mindset among business leaders if current and future initiatives are going to succeed. This Executive Update offers four “mini-starters” to explore the DEI issue in more depth.
In this Executive Update, we explore taking a process perspective to show how concepts such as sustainability and the circular economy look in the physical world. Making these concepts concrete reveals a singular criterion for achieving a circular economy: every output generated by every process should have a consumer who uses it productively. This criterion provides managers with actionable steps and ways to measure their organization’s progress toward sustainability.
Explainable AI (XAI) goes deep within the AI system to identify the reasoning behind recommendations, verify the data, and make algorithms and results transparent. Such explainability reduces biases in AI-based decisions, supports legal compliance, and promotes ethical decisions. This Executive Update explores the need for, importance of, and approaches to making AI systems explainable
Experienced project managers with strong project management acumen still occasionally take part in a project that seems to take on a life of its own, devouring organizational resources. This Executive Update examines a few failure scenarios that could have been avoided with better decision-making processes and offers a set of key questions project managers should continue to ask along the project’s journey.
Tom Teixeira, Thomas Black, Kurt Baes, Martijn Eikelenboom
This Executive Update explores how organizations with an effective sustainability strategy that covers both internal and external supply chains, combined with effective and proactive risk management systems, will become more competitive and attractive as business partners in the future.
Companies can’t choose between growth and sustainability — they must have both. This Executive Update explores this issue and proposes ways to identify the right technology portfolio to support new business models that lead to growth while ensuring sustainability goals.
Nilesh Khandelwal, Conner Feldman
Although most individuals associate non-fungible tokens (NFTs) as a form of “digital art,” as we explore in this Executive Update, they more broadly open up models for anything to become tokenized.
In this final installment of our series on intelligent process automation (IPA) in the enterprise, we cover the remaining key industries where surveyed organizations see IPA having its greatest impact.
In Part XI of this Executive Update series on intelligent process automation (IPA) in the enterprise, we cover another five key industries in which organizations see IPA having its greatest impact.
This Executive Update seeks to illuminate two concepts that are extremely important but are at risk of becoming mere buzzwords: “diversity, equity, and inclusion” (DEI) and “Agile teams.” Most teams do not have an accurate understanding of these terms. And while the majority promote their workplace as embracing DEI and Agile methodologies, they often do not “walk the talk.”
Stefano Milanese, Martijn Eikelenboom, Carlo Stella, Stefano Decadri
As we explore in this Executive Update, there are tangible benefits to basing corporate purpose on sustainability drivers, and sustainable business models are gaining pace. Therefore, businesses should rethink their role in the context in which they operate and adapt their strategy, organization, resources, processes, and culture accordingly.
This Executive Update presents best practices to help you succeed on your journey of establishing business architecture within your organization, whether you are just starting out or seeking ways to fine-tune engagement with your existing practice.
Christoph Uferer, Lars Riegel, Sean McDevitt, Arvind Rajeswaran
In this Executive Update, we explore how communications-platform-as-a-service (CPaaS) allows businesses to develop and manage communications features without needing to develop and maintain the infrastructure on the back end of the service. CPaaS makes it easier than ever for companies to create differentiating customer communications experiences while promising to reduce costs and speed up innovation.
Hannah Marsden, Kerri McGowan, Clive Adams
This Executive Update draws from the lessons of the Boeing MAX groundings to illustrate the importance of selecting, monitoring, and acting upon risk indicators to preemptively manage risk, as well as providing opportunities to reduce total cost of risk, improve financial performance, and assure stakeholders that risk is being addressed on a controlled and informed basis.
Ben Thuriaux, Enguerran Ripert, Nicholas Johnson
As we explore in this Executive Update, the responsibility for alignment between corporate strategy and business unit innovation and R&D frequently lands with the CTO, who needs the right processes and tools to achieve this. Making the right choice of tools is key to ensuring optimal balance between sector-level autonomy and group-level alignment.
This Executive Update highlights the advantages and challenges in using deep learning for business decision making and outlines a high-level dynamic deep learning architecture.
In this Executive Update, we reflect on the legacy of Steve Jobs and explore some of his most enduring lessons that we can emulate for our own success.
In Part X of this Executive Update series on IPA in the enterprise, we examine findings covering the key industries in which organizations see IPA having its greatest impact.
In this Executive Update, we examine the key question of “Why architects?” and explain that the role of solution architect, who designs for change, should not be diminished; in fact, it should be welcomed and expanded.
Many think that the more power that we vest in machines, the more harm they will do. But what if we could reverse that? What if we could harness AI and other digital technology to achieve fiducia ex machina: “trust from the machines”?
In Part IX of this Executive Update series, we examine findings covering the use cases that organizations view as most viable for applying IPA.
Konrad Pfeffer, Nick Bartlett
A first step for customer organizations in most digital journeys is an effective CIAM solution that will help connect various applications and systems. As we explore in this Executive Update, delegating administrative activities within your CIAM solution through a tenant approach can allow your digital products to scale.
Steven Kursh, Arthur Schnure
Organizations need to address several issues across four critical steps to make AI work to their best advantage: (1) assess business needs, (2) seek skilled AI people and train staff, (3) identify AI machine learning input data, and (4) choose AI and ML tools. This Executive Update addresses each of the four steps and offers recommendations.
Steven Kursh, Arthur Schnure
This Executive Update first reviews cloud basics then looks at lessons learned from past on-premises development and deployment applications and how these apply to SaaS. It then examines some additional challenges SaaS brings to organizations, including the underlying reasons why SaaS projects can fail.
In Part VIII of this Executive Update series on IPA in the enterprise, we examine findings concerning the major challenges organizations indicate are hindering their efforts to apply IPA.