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.

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.

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.

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.

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.

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.

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?

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

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.

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.

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.

In Part VI of this Executive Update series on customer experience (CX) management, we examine findings covering the various advanced technologies on organizations’ radar regarding their CX efforts.

This Executive Update describes the unique challenges to quality in the big data domain as well as various approaches to handling and resolving those challenges.

To succeed in the future, we must make difficult changes to move our organizations into the 21st century — and creating real teams is the answer.

In Part X of this Executive Update series on statistical project manangement (SPM), we describe many of the metrics within SPM by category.

In Part IX of this Executive Update series on statistical project manangement, we return to the eight volatility metrics to see how we can assign them to project managers, object types, objects, phases, and other levels of analysis.

In Part V of this Executive Update series, we examine the various leading CX technologies organizations are interested in adopting.

This Executive Update offers an approach for calculating ROBAI to help business architecture teams better demonstrate their value and impact.

This Executive Update provides insights into how the cognitive enterprise can proactively protect itself from risks and security incursions by building business-driven safeguards into its underlying DNA.

Many Agile experts have written about integration and testing. Some debate about the goals, while others explore the tactics taken to achieve them. Most agree that integration and testing should be performed continuously and in an automated manner, if possible. However, this seems to be the extent of agreement. Debate arises over “who does the integration and testing — when, where, and why?” along with discussion about the most efficient and effective way to get the job done. 

Here in Part VIII, we discuss the social and emotional cognitive aspects of proj­ects.