Last week, I wrote about Gustav Toppenberg’s research on digital talent, the importance of cultivating that talent in your organization, and sounded the alarm that if you’re not creating opportunities, you’ll soon be watching your digitally talented employees walk out the door. No matter how cutting edge your organization’s work is, it’s the people who make it successful. Bob Furniss offered four ways to put your people first and build relationships that will directly impact your success in the Cutter Consortium Advisor, Putting People First. Cast a vision and communicate it at every level. What is your vision? What is your mission? It has to be more than something that is in a frame on a wall Read more
Anne Mullaney oversees Cutter's marketing and product development activities and in-house editorial/research teams. She has more than 25 years experience in the high-tech publishing business. Read more ...
While your organization may understand the impact digitalization could have on its future, and be undertaking some strategies to seize the opportunity, it’s important to consider your strategy for grooming and/or hiring digital talent. Without the right skills across the enterprise, both on the tech side and the business side, you won’t be able to fully define and fulfill a digital transformation strategy. And here’s a warning: be aware of the fact than any employees or executives who aren’t getting digital career opportunities may be honing their resume. In a series of Cutter Consortium Executive Updates, Gustav Toppenberg fleshed out the idea of creating a digital backbone to ensure that each transformation effort connects and leverages Read more
Time has a significant impact on projects. You need to get to market. You need to respond to change quickly, but also remain responsive over time, which makes it critical to build maintainable systems. Add to that competition and the technology landscape, plus the cost of delay, and the cost of change can become quite high. According to Cutter Consortium Senior Consultant John Heintz, the increasing cost of change leads to a slowing down of customer responsiveness.: “One of the primary reasons that we slow down is because it gets harder and harder to change things. If the cost of change in our systems goes up, then at some point we become less responsive, and Read more
Design thinking is gaining popularity among managers as a means to spurring creativity in innovation and problem solving. With design thinking, multidisciplinary teams work visually to see through the complexity of their project. Several Cutter Consortium authors have been exploring design thinking and how investing a meaningful amount of time and resources to thinking actively about the future, with transdisciplinary, collaborative teams based can help run an innovative organization. Transdisciplinary Collaboration According to Cutter Senior Consultant Edgar Barroso, in order to create new products and services, build startups, solve unexpected problems, and design projects, organizations need to think about the future in a transdisciplinary manner and come up with ideas that might be implemented three Read more
Cutter Consortium Senior Consultant Pete Kaminski has been looking at the business risks posed by software, and how to mitigate them. He gives context to the issue this way: “Driving business risk down is just smart business. Software-related business risk is an increasing portion of business risk, so knowing how to assiduously reduce software risk has become part and parcel of today’s business reality. Fortunately, there is an array of tools and methods that you can apply across your portfolio of software assets and development projects to manage software risk, which we’ll explore in this Executive Update. Industrializing software risk management is critical for organizations in the digital age. It unleashes the “smarts” in developers Read more
It could be argued that digital technologies present more profound and disruptive opportunities and threats to established business models than anything that’s come before. In Digital Disruption of Business Models: The Mass Mitec Story, David Wortley charts the digital transformation of Mass Mitec, a UK-based small-to-medium enterprise, via a disruptive digital technology in the 1990s and uses the story to illustrate the potential and dangers of digital disruption. Even though Mass Mitec had a very good understanding of the evolution of the technologies upon which its business models were based, and the organization had built a business development plan that reflected that evolution, it seriously failed to properly secure or exploit the business and contractual arrangements Read more
Cutter Consortium has been conducting a survey to gain insight into how organizations are adopting — or planning to adopt — blockchain technology. A few weeks ago, I reported on some of the finding about who is leading the blockchain efforts in organizations. A significant indicator of how far a new technology has penetrated the mainstream enterprise is the extent that organizations are budgeting for its adoption or usage. Cutter Senior Consultant Curt Hall is analyzing the data for a series of Executive Updates, and recently revealed his findings about budgeting for blockchain. Current budgeting for blockchain efforts in the enterprise is quite limited, with less than 20% of surveyed organizations having done so. (See Figure 1 below.) Read more