This is the third in a series of Executive Updates examining the results of a recent Cutter Consortium survey on th
February 26, 2009 | Authored By: Tom Welsh
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After 20 years of focus on teaming in industry, teamwork effectiveness in IT projects remains hit or miss. While some teams are highly effective and others highly ineffective, most are of middling effectiveness. Statistics on IT project success support this observation all too well.
October 1, 2004 | Authored By: Christopher Avery
Simply put, open source software is software that can be freely used, modified, and redistributed by anyone. These terms of release have two key implications.
October 14, 2007 | Authored By: Joseph Feller
PUTTING THE RAPID INTO RAD by Theresa Smit Copyright 1996 by IBM Corporation. All rights reserved.
October 31, 1996 | Authored By: Theresa Smit
Business craftsmanship is concerned with organizational transformation and enlightenment.
January 29, 2013 | Authored By: Tobias Mayer
Editor's note: A recent assertion from the Cutter Business Technology Council states, "Loss of core competencies will continue.
June 30, 2001 | Authored By: Wendell Jones
There have been a lot of "studies" on job migration and outsourcing over the past five years that try to position outsourcing as something political: outsourcing creates jobs; outsourcing is the inevitable consequence of globalization; outsourcing will dest
April 1, 2006 | Authored By: Steve Andriole
How can we resolve the polarity in organizations between the need for learning versus the need for producing results? How can we foster a culture that allows taking the time to learn and try different approaches despite the ever-present focus on results? This Executive Update explores learning by doing from different angles and attempts to shine a light on various ways that teams and organizations can speed up their learning curve by consciously taking action and learning from the results.
June 8, 2015 | Authored By: Steffan Surdek
This Executive Update takes a practitioner's lens to business architecture and explains what the concept embodies. It also outlines some pitfalls to avoid while introducing the function to an organization.
December 10, 2014 | Authored By: Amit Temurnikar
Effective CIOs must demonstrate both operational and strategic leadership. Although it is unclear how and when CIOs make the transition from operational to strategic leadership, we argue that the transition depends on the accumulation of transitional capital. Timing and sequencing of CIO actions are critical to the accumulation of this transitional capital. Thus, strategic CIO leadership is earned and is contingent upon actions of the CIO in building operational excellence and social capital, sequencing and kairotic timing of these actions to accumulate transitional capital, and achieving acceptance by the top management team.
November 23, 2017 | Authored By: Richard Watson, Elena Karahanna
An Indian (one of the authors) was checking into a hotel in Atlanta recently. Next to him was an elderly American lady also checking in.
August 31, 1998 | Authored By: Ajay Mohnot
THE QUALITY EDGE: BEST PRACTICES FROM HIGH-MATURITY SOFTWARE UNITS IN INDIA b
August 31, 1998 | Authored By: Ajay Mohnot
Read the Executive Summary
June 30, 2004 | Authored By: Ken Orr
Abstract Corporate adoption of mobile BI -- the ability t
August 31, 2010 | Authored By: Curt Hall
Even before the September 11 terrorist attacks in the US, international security industry analysts were becoming concerned that the rapid growth of hacker activity was showing signs of organized behavior.
June 1, 2002 | Authored By: Laurie McQuillan
Opening Statement: The CIO Dashboard and IT Performance Management: Key to Demonstrating IT’s Value?
Why are seminars on measuring IT performance so well attended but implementation of performance management programs so rare?
March 31, 2006 | Authored By: Kenneth Rau
IT'S THE EXPECTATIONS, STUPID! by Rob Thomsett Ask a stupid question and you get a stupid answer.
March 31, 1997 | Authored By: Rob Thomsett