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.

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.

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.

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.

In this Executive Update we explore Agile principles and practices under the lens of business adoption of artificial intelligence.

In Part II of this Executive Update series on business architecture and sustainability, we detail business architecture’s role in transitioning to the circular economy while concurrently delivering related business strategies that include opening up new markets and new revenue streams.

Today’s decision support tools are useful but limited — and running algorithms can be computationally expensive. We need statistical shortcuts that simplify incredibly complex equations so that they can run on today’s hardware. This Executive Update highlights the “quantum leap” and how it will end estimating and solve equations in their full complexity. Instead of waiting 24 hours, the solution might only take a second. Within the next 10-20 years, the quantum computing era can lead us to a fully intelligent enterprise.

In Part I of this two-part Executive Update series on business architecture and sustainability, we provide an overview of the circular economy and the strategic challenges it presents and demonstrate how business architecture provides the means for a formal, robust transition to the circular economy.

In Part VII of this Executive Update series on IPA in the enterprise, we examine survey findings pertaining to how organizations view the success of their IPA efforts so far and whether they believe the technology will eventually live up to expectations.

This Executive Update redefines the notion of nonfunctional requirements in terms of a complexity science–based approach to software engineering. We introduce two new terms — hyperliminality and hyperliminal coupling — which provide a new way to describe nonfunctional requirements.

Here in Part VI of this Executive Update series, we examine the remaining five technologies organizations are interested in adopting to support their enterprise IPA efforts.

In Part II of this Executive Update series on creating great innovation teams, we explore how to build meaningful missions.

In Part V of this Executive Update series on intelligent process automation (IPA) in the enterprise, we examine findings pertaining to the technologies surveyed organizations are interested in adopting to support their IPA initiatives.

In this Executive Update, we explore how business architecture can help define data architecture, delivering transparency across a number of related business domains.

Programmers routinely test their work as they write code, running programs to ensure they’re behaving as expected. But software today is significantly more complex than ever before. In this Executive Update we consider two questions about testing: (1) how do we know how best to perform that testing, and (2) how much testing is enough?

The hype (and chaos) surrounding the concepts of sustainability and the circular economy cannot be denied. In this Executive Update, we look at how an architectural approach can facilitate the adoption of sustainability throughout an enterprise.

This Executive Update provides a small subset of key research findings from the global “Business Architect Strengths Study” and, most important, what these findings mean for most effectively leveraging the unique abilities of business architecture within our organizations.

Here in Part IV of this Executive Update series, we examine findings pertaining to the benefits organizations seek to obtain from implementing IPA technologies and practices.

In this Executive Update, we consider the elements of failure and examine portfolio management as both an extension of strategy and an ongoing journey. Finally, we illustrate a roadmap and framework to get you on the right path.

In Part III of this Executive Update series, we show how the four dimensions of information superiority (reach, richness, agility, and assurance) impact building an effective roadmap toward creating a data-driven business.

In the face of COVID-19 over the past year, companies across the globe have had to act quickly to adapt to new realities — or risk certain ruin. It is no longer “business as usual.” The global pandemic has undeniably changed the status quo of HR management. In this Executive Update, we reflect on the use of technology to enable HR’s new, critical role in light of social distancing and smart working.