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.
Kristin Curran, David Lipton, Steven Woodward
DevSecOps is becoming the dominant software engineering culture. It strives to unify software development, security, and operations. Users and businesses alike expect solutions that will be inherently secure by design and expect developers to be more responsive to business needs. This Executive Update explores the role of measurement in the organizational culture changes required for the successful implementation of DevSecOps. (Not a member? For a limited time, read it here.)
Of the three value disciplines, operational excellence is the one where real-time data streaming is most critical. While product development should operate at a reasonably fast and agile tempo, and customer engagement assumes a reasonably up-to-date picture of the customer, some of the most interesting benefits of real-time data collection and analytics sit in operations.
The days of EA managers who are not involved closely and directly in the digital transformation of their companies are numbered. Digital transformation has stolen their value proposition. Digital transformation is telling a powerful and compelling story to the leaders of the organization: change is needed now. If EA is truly the bridge between strategy and execution — if it is the key to enabling change — then digital transformation should leverage EA.
Ben van der Schaaf, Thomas Unger, Michael Eiden, Ben Enejo, Craig Wylie, Tom Teixeira, Richard Eagar, Carl Bate
One of the many consequences of the COVID-19 crisis has been difficulty in continuing to enroll and run clinical trials, which typically involve large numbers of people interacting in multiple geographies. In this Executive Update, we highlight a new, risk-based predictive analytical approach, powered by machine learning.
Carlos Mira, Juan Gonzalez, Gregory Pankert, Florence Carlot, Rafael Martínez
Businesses have traditionally organized themselves to ensure optimal effectiveness in each of their business functions. In today’s business climate, however, shorter product lifecycles, demand for customization, rising consumer expectations, and the growth of automation and data challenge this model. This Executive Update explains how success requires organizations to decouple capabilities from business functions in order to deliver best-in-class performance and enable the “company of tomorrow.”
Greg Smith, Michael Papadopoulos, Joshua Sanz, Michael Grech, Heather Norris
In this Executive Update, we explore how enterprises can leverage today’s low-code/no-code (LC/NC) solutions — declarative development options with relatively low learning curves that provide a company’s workforce with the tools needed to easily create software to grow and transform the business.
Part I of this Executive Update series on intelligent process automation (IPA) in the enterprise looks at the current and future status of IPA in the organization.
What’s happening when we’re reaching the right customers and meeting their strategic needs? That question is the opening gambit in an interesting kind of strategy review. In this Executive Update, we offer the design of two types of reviews — the OI-SR and OI-SDR — which together bring alignment and experimentation into prominence.
In this Executive Update, we look at how product intelligence helps address challenges to achieving product leadership, as well as the general business improvements that improved product data and insight can drive.
Catherine Louis, Karen Smiley
After doing some mini design thinking interviews at all levels of an organization to uncover hidden issues, the authors propose an 8-step value stream mapping exercise to help team members all get on the same page.
Robert Ogilvie, Jeffrey McNally
The team is the fundamental unit of organizational work, not the individual. But the ways we manage our teams — and thus our talent — often set us up for systemic gaps and increasing challenges (versus continuous improvement) over time. Today’s executives face two ongoing complex problems: business strategy and people leadership. The invisible nature of these talent issues makes solving them a strategic need through HR capacity building over time.
Project schedule risk management using modeling and simulation tools and techniques is a tried and proven best practice in organizations and industries that strive to do more with less. However, there are some challenges associated with this methodology, and the intent of this Executive Update is to help those who strive for excellence in project management of complex projects to see how proactive risk management can be done successfully.
This Executive Update extends my system dynamics (SD) methodology proposed years ago to integrate the use of SD modeling within the PMBOK Guide’s risk management process. It provides a useful framework for effective management of project risk dynamics.
Petter Kilefors, Fabian Doemer, Ingrid af Sandeberg, Tomislav Andric, Philipp Mudersbach
This Executive Update investigates blockchain adoption in the transport industry; it also describes common challenges and provides practical recommendations for the future.
Stefan Henningsson, Gustav Toppenberg
Continuous disruption is going to be the new normal; you will either disrupt or be disrupted. For those that succeed in adapting to the new era and reaching beyond their current business models, digitalization brings great opportunities for business growth both within industries and across industries.
Part XI of this Executive Update series on customer experience (CX) management in the enterprise covers the major issues and stumbling blocks that organizations tell us are holding back their CX efforts.
Barry M. O'Reilly
While the software industry is currently grappling with ideas of complexity and resilience, there has been very little in the way of concrete actions or activities that software engineers can use to actually design systems. Residuality theory answers this need and draws on complexity science and the history of software engineering to propose a new set of design techniques that make it possible to integrate these two fields. It does this at the expense of two of the most important concepts in software design: processes and components. (Not a member? Download a complimentary copy.)
Business architecture is many different things, capable of delivering many different value propositions to an organization. It is a shared enterprise business language and mental model; a macro business lens for analyzing investments, risks, opportunities, and more; a key component of end-to-end strategy execution; and an important mechanism to bridge and break down silos. Certainly, silos can be necessary for organizations to operate; however, silos can be detrimental to an organization’s success. This Executive Update explores the challenges with organizational silos and how business architecture is uniquely qualified to address them.
Jonas Andrén, Lokesh Dadhich, Johan Treutiger
Although many organizations have developed digital strategies, far fewer have managed to implement them successfully. As we explore in this Executive Update, creating a “sense of urgency” is often seen as a top challenge for digital transformation due to general unawareness of the opportunities and threats to the core business. Furthermore, many organizations consider a lack of skills and competencies as major challenges on their digitalization journey.
Kurt Baes, Florence Carlot, Andrea Romboli, Loic Vervaeke
In this Executive Update, we put a spotlight on the energy industry and offer a view of the challenges energy retailers face. We also examine various strategic moves companies should consider to reinvent themselves and stay relevant.
Here in Part XII, the final installment of this Update series, we describe three perspectives on project management to discuss its future directions and especially the future for SPM.
Kaushik Dutta, Arindam Ray
There are two data challenges during the COVID-19 pandemic: (1) collecting the data and (2) building models using the data. In this Executive Update, we discuss the existing approaches and techniques employed to address these challenges.
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.
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.
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.