Mar 282017
 
Building the Case for Blockchain in Your Organization

Is there a case for blockchain in your organization? Cutter Business Technology Journal contributing authors Steven Kursh and Arthur Schnure recently argued that companies should begin considering which parts of their organization might benefit from blockchain. Among their advice to CIOs and CTOs is to look for areas of friction when it comes to exchange of value or information that would benefit from a blockchain implementation and profit from a shared ledger system. Write Kursh and Schnure, “Take a page from IBM, which announced in July 2016 that it plans to implement a solution to help its finance division resolve client and partner disputes. IBM believes the new system — one of the largest commercial rollouts of Read more

Mar 212017
 
The Truth about Transformation

According to Dr. Stephen J. Andriole, Cutter Fellow and Professor of Business Technology at Villanova University, most professionals think digital leverages emerging technologies. However, Steve Andriole’s experience tells a different story: “The truth is that most transformational leverage comes from operational and strategic technology rather than emerging technology. This is because many business models and processes are antiquated, as evidenced by the relative ease with which, for example, Uber and Airbnb cut directly into the taxi and hotel markets. Of course, there are countless ways emerging technology can improve — and even disrupt — processes and even whole industries, but the real leverage lies with operational and strategic technology, especially when they are leveraged together. “Does this mean that Read more

Feb 162017
 
Is your organization a disrupter? Has it been disrupted?

There’s no denying the disruption resulting from new business models enabled by digital technologies. From Uber turning the taxi industry on its head, to Facebook/Venmo blindsiding the banking industry by becoming a player in funds transfer, both organizations and entire industries are having to rethink value — how they create it and how they capture it. If you’ve been involved in transforming your company’s business model, or creating an entirely new business model, we invite you to share your story. If you’ve had to regroup to face new competition — made possible by digital technologies — we invite you to share your story, too. Cutter Consortium will publish a special “From the Field” report later Read more

Jan 112017
 
Call for Papers: Business Opportunities in the New Digital Age

The business world is poised for an unprecedented wave of innovation. Technological advances such as augmented reality, virtual reality, cognitive assistants, 3D/4D printing, personalization, conversational interfaces, drones, deep learning, predictive analytics, the Internet of Things, blockchain, new payment systems and affective computing play major roles in driving and enabling the next wave of innovation in business. These technologies – combined with new business models facilitated by social/collaborative commerce, shared services/economy, and crowd sourcing – will have a profound influence across the business world. Furthermore, businesses need to cater to the newer expectations and demands of a younger generation (selfi-generation, digitally-embedded generation) of customers. So, business is not going to be as usual, again! Where is Read more

Dec 092016
 
Call for Papers -- Information Superiority and Digital Capital: Driving the New Normal

The concepts of Information Superiority and Digital Capital will increasingly shape the business strategies and operations of organizations that face the digital- and hyper-competition that’s so common today.   Information Superiority was first introduced to the management world by Paul Strassmann, who defined it as “the capacity to increase economic value faster than the competition.” Strassmann’s definition stresses outcomes (such as increased EVA). The US Department of Defense defines Information Superiority as “the operational advantage derived from the ability to collect, process, and disseminate an uninterrupted flow of information while exploiting or denying an adversary’s ability to do the same.”* Typically, in the business world, organizations focus on winning markets rather than crushing rivals, but Read more

Nov 182016
 

The sesquiannual gathering of Cutter Consortium clients and consultants just took place in Cambridge, Mass., on November 15-16. The main theme was “digital transformation,” including the new business models centered on “digital data streams” and the implications of this transformation for the CIO’s organization. Cutter Fellow Prof. Karim Lakhani presented a Harvard Business School case study on “GE and the Industrial Internet.” It tells of GE’s decision to create a new entity devoted to applying IoT technology to industrial environments (manufacturing, transportation, electricity generation, etc.). There was a lot of discussion of how some other companies missed the transformation to digital services, in part by underestimating in the early 1990s the explosion in the number Read more

Nov 012016
 
Leadership in a Digital World

“Musicians play their instruments. I play the orchestra.” Steve Jobs attributed this quote to a famous conductor in the film Steve Jobs. It’s hard to come up with a more vivid illustration of leadership. It acknowledges that conductors may be less adept at playing instruments than any of the players in front of them — and other instruments not at all — yet they elicit brilliant performances. I have been told by a San Francisco Symphony musician that guest conductors can in a few rehearsals have the orchestra sounding like the orchestras where they are based. Leadership, per Webster, means “the quality of a leader; capacity to lead”. In recent years, the word has become Read more