From keynote sessions to panel debates, every session is interactive and energetic. Learn from the presenters, as well as from your peers. Share your ideas and experiences.
For decades, GE has been held up as an example of a superbly well managed company. As recently as three years ago, pundits pointed to GE’s proactive approach to preparing the firm to lead in a brave new world of digital competition as an example of how established companies could transform themselves without waiting to be forced into it. But by late 2018, it was clear that something was very wrong at GE, and that its transformation efforts were off the rails. The company had abruptly replaced its CEO, just a few months after announcing that it might seek a buyer for GE Digital — the organization that had been considered to be at the very heart of GE’s digital transformation.
In this session, we take a close look at what has happened at GE over the past eight years and try to determine what went wrong. Was the approach wrong? The implementation? Was the timing bad? Or perhaps they were just unlucky? Through discussion and analysis of what has happened at this iconic company, we attempt to discern lessons for established firms seeking to prepare themselves for success in the digital economy.
Rob Austin is a Cutter Consortium Fellow and Professor of IT Management at the Richard Ivey School of Business (Canada).
Lightning Talks: It’s Your Turn to Brag
Every Summit participant is invited to submit a topic for consideration in this perennial favorite Summit session. Lightning Talks concisely present a single strategy, technique, success, challenge, etc. relating to one of the Summit sessions or themes. It's a great time to brag — and it's an equally great time to present a problem and ask the group for ideas! Think of it as a no-pressure conversation starter in front of a very supportive audience — we highly suggest participating!
Cutter Consortium Fellow Lou Mazzucchelli is Master of Ceremonies for Summit 2020.
Architecting the Digital Business Platform
Every business is either planning, initiating or undergoing a digital transformation initiative. You know how important architecture and technology are to building a sustainable foundation; yet so much has changed in the past 2 or 3 years that it’s hard to know what that foundation should look like. The environment is now part of a larger business ecosystem. Scale, speed, and scope are greatly expanded. Business architecture is different. Information and data architecture are different. Application architecture is different. Technology architecture is different. Security architecture is different. And how they all fit together is different, too. But there’s more. It’s not enough just to have a traditional platform. Now, you need one that allows you to adapt and compete at the speed of business change. This workshop answers two key questions:
- How does a digital business platform support transformation at speed?
- What does that platform architecture look like?
You will learn:
- How a new platform and architecture supports the digital economy
- The overall architecture for the “Digital Business Platform”
- How to use business architecture to evaluate and plan digital transformation opportunities
- Information architecture to support a cognitive, intelligent core
- Performance architecture for real-time reporting on key business outcomes
- Application architecture in the era of microservices, containers, APIs, DaaS, FaaS, PaaS
- Security architecture for Digital Trust
Cutter Consortium Senior Consultant Mike Rosen advises global organizations on digital platforms and business architecture.
After roughly two decades of practice, agile itself — which disrupted and changed how product development was organized, managed, and executed — is now ready for disruption. Agile practices were introduced in an effort to improve customer delight, to be more responsive to customer needs and the market as a whole, and to cut out many impediments to delivery. But are these objectives, in fact, being met? In this deep dive, Cutter Consortium Senior Consultant Hillel Glazer frames what that disruption could look like and considers questions like:
- What could be added to agile practices so they can operate and deliver results in non-ideal contexts?
- Are the underlying assumptions about team size and organization sound?
- Where should decision-making authority lay?
- Have product arrangement and customer involvement run their course?
- What can be changed to keep all that works well in agile while freeing agile to also work in unanticipated situations?
Discover how disrupting agile can, in fact, improve customer delight.
Cutter Consortium Senior Consultant Hillel Glazer is a career-long pathfinder who has been reframing how organizations perform.
Using AI to Break Through the Barrier to Knowledge Management
An organization’s success in general, and especially with digital transformation, is greatly impacted by the maturity of its task performance. While the first step in moving up the maturity curve is to capture knowledge, the real value comes when the knowledge can be retrieved quickly. It’s only then that the lessons can be applied to perform tasks at a higher level. Thanks to recent advances in AI, particularly in Natural Language Processing (NLP), and Natural Language Understanding (NLU), organizations can now facilitate semantic understanding of vast amounts unstructured textual data at unprecedented speed and precision. And further augmenting that data via graph databases, makes it possible to extract semantic understanding from that data.
In this Deep Dive with Michael Eiden, you’ll discover:
- How to create knowledge graphs from vast amounts of textual data
- How data can be analyzed with the help of graph-based machine learning models, and
- How knowledge graphs can be augmented with chat bots and recommended systems to accelerate knowledge sharing and user experience.
Discover how AI can improve the productivity of your teams — and the overall productivity of your organization — by using the latest advancements in AI to find relevant content from the documents, presentations, scientific articles, lab notebooks, etc. that your organization stores in textual form.
Dr. Michael Eiden has designed, implemented and productionized ML/AI solutions for applications in medical diagnostics, pharma, biodefense and consumer electronics.
Digital transformation is hard, complex, sometimes way too expensive — and sometimes impactful beyond anyone’s wildest dreams. When done right, digital transformation can not only modify and replace business processes, but it can also modify and replace whole business models. It’s the stuff that makes — and breaks — executives all the time. In this keynote session, Cutter Consortium Fellow Steve Andriole, Professor of Business Technology at Villanova University, who has advised countless executives as they led their organizations through digital transformation, boils down the elements of digital transformation success. According to Steve:
“Success assumes a threesome: (1) the end-game delivers real business value, (2) appropriate technology is leveraged and (3) the right leadership predictably and persistently provides political and financial support.
Cutter Consortium Fellow Steve Andriole has been consulting and writing about digital transformation and emerging technology trends for 10 years.
Leadership and Innovation
In many organizations, business executives oftentimes reject innovation and unconventional approaches due to misplaced allegiance to the status quo. In this session, Cutter Consortium Fellow and Bryant University Professor Michael Roberto will lead you through a discussion on the research behind his latest book, Unlocking Creativity, which examines the barriers to creativity and innovation in organizations. His work allows business executives to recognize the six organizational mindsets that impede creativity and innovation. Learn how to tear down the barriers that obstruct the creative process and create an environment for more effective problem solving and decision making.
Cutter Consortium Fellow, Prof. Michael Roberto's research focuses on strategic decision-making processes, senior management teams, and the dynamics of organizational failures.
In this key, wrap-up session, Cutter Fellow Greg Smith will highlight and connect the lessons learned across the preceding two days to help you distill the determining factors in who wins, and who loses in digital transformation. He’ll also share a proven, step-by-step process for framing and pushing through digital transformation roadblocks to ensure your transformation is not upended. It begins with addressing the right, highest-value problems before jumping into assumed solutions. To succeed, the issues need to be framed in a customer-centric, technology-agnostic, and business/outcome-driven manner. Greg will take you through the collaborative activities that are designed to inspire potential solutions, ground them in known and successful patterns (from Facebook, Amazon, Netflix, and Google), and then gain consensus on roadmaps to prioritize next steps. You’ll leave this session with both the larger themes of the Summit woven together into guiding principles and a very concrete methodology for overcoming the inevitable challenges the journey will bring.
Cutter Consortium Fellow Greg Smith brings well-known and accepted patterns from FANG (Facebook, Amazon, Netflix, and Google) companies into major enterprises to positively disrupt their digital transformation initiatives.
Transforming Customer Experience with Business Architecture
Customer experience is a significant aspect of digital transformation. In most industries, customer expectations have greatly escalated — customers want what they want, how they want it, and when they want it — and they will go elsewhere if their needs are not met. Organizations have responded in a variety of ways: digitalizing the way they deliver products and services, shifting from product-centric business models to customer-centric models, and even reorganizing internally to better serve customers. In this round table, Whynde Kuehn leads a discussion on the key ways business architecture can be leveraged to transform and improve customer experience. The conversation will also explore lessons learned from successful (and not so successful) business architecture teams who have helped lead their organizations to greater transformation success.
Cutter Consortium Senior Consultant Whynde Kuehn takes a business-focused and results-oriented approach to business architecture.
Organizational Culture vs Digital Transformation
Employees can make or break digital transformation efforts. Too many organizations treat their people as passive recipients of new roles who will simply fall in line once the grand digital scheme is communicated and training is completed. Digital transformation requires cultural transformation — significant changes in employee behavior and mindsets. Come to this roundtable prepared to share your successes and failures, and learn from your peers.
Cutter Consortium Senior Consultant Sheila Cox guides leadership teams through business and digital transformations, with emphasis on their human impact.
More than Transformation: Make a Digital Shift
It seems like every company today wants to become “digital”. But to be truly digital a company needs to make use of digitalization in a way that increases its value. This keynote will address five key actions a company must take to enable a digital shift:
- Think about the data before introducing the technology
- Reengineer processes – Don’t just digitalize them
- Smash the silos
- Expand and re-evaluate your business model
- People first, technology second
You’ll learn, from a case study, why digital shift is a senior management task, but it needs to be taken forward by the entire organization. You’ll discover some of the typical barriers that can slow down the speed and effectiveness of a digital shift. And you’ll learn why finding the right degree of digitalization – your digital “equilibrium” — will make a digital shift seem less seismic. Get the insight you need to lay the groundwork for and investment in a digital foundation, and to ensure the entire organization is mature and ready to benefit from new technological possibilities.
Fabian Doemer has managed several complex business and technology transformation projects, including digital innovation and simplification/cost cutting for top-tier companies in different industries.