There’s hardly an organization that doesn’t strive to be innovative. But even well-managed companies struggle with it. Cutter Senior Consultant Borys Stokalski and Bogumil Kaminski report there are typically two points of failure for establishing a working innovation engine: Point of Failure 1: Lack of Clear Innovation Governance According to Stokalski and Kaminski, while companies think hiring creative people will automatically result in innovation, that is seldom the case. Instead (in addition?), you need to ask questions about the type of innovation that is required by your business strategy, that is, you need to engage in innovation governance. Innovation governance is critical to organizing for efficient innovation. How do you do it? Consider questions like, Read more
Ideas, strategies, and conversations about ways the enterprise can focus on value creation and leverage technology for business success.
Say that you had a recurring problem with your car. Every time you stalled, the radio was playing. While there might be other contributing factors, such as running the air conditioning, or recharging your phone through the car, you’d be inclined to think that the radio is a major contributing factor. The capacity of the car’s electrical system might be the ultimate culprit, but you’d also be suspicious that the radio is drawing far too much power, all by itself. In 100% of the application lifecycle management (ALM) assessments that I’ve done for clients, requirements are one of the major contributing factors to ALM problems. (If you want to know the assumptions that go into Read more
Software development is not really a single discipline. What comes under the overall field is a combination of disciplines that address a range of problems: Maintaining and evolving fielded code Adding significant new features to an existing application or platform Building an entirely new application or platform These differ in the amount of innovation required and the amount of information available for delivering a quality system. Teams working on type 1 problems generally are not required to invent anything and they have detailed information on the code change required and available technology. Teams addressing type 2 efforts may need to be innovative in building out and integrating the capability. Also, they usually have incomplete information Read more
Innovation has become accepted as central to competitiveness in today’s world, both in new product development and in enhancement of internal processes. Companies struggle with innovation, and there have been numerous attempts to regularize and program it. But the development of truly breakthrough ideas is difficult, and recognizing them when they do arrive can be harder still. We have processes available for vetting ideas and passing them through a series of increasingly selective gateways until they reach the point of usefulness or are discarded altogether. But we do not have good processes for stitching together new ideas and reaching that eureka moment that says a critical new idea has been found. Some of the ways Read more
The Internet of Things (IoT) has generated considerable hype over the past few years. Probably nowhere has this hype been greater than when it comes to wearable devices like smart watches (Apple Watch), smart glasses (Google Glass), activity/fitness trackers (Misfit), and smart badges (for location tracking, security, etc.). This includes the use of wearables as general consumer electronic devices, as well as for their possible application in business scenarios designed to help workers perform their jobs. Of course, all this focus on wearables raises the key question: what role do such devices play in organizations’ mobile strategies? A Cutter Consortium survey (conducted July–October 2014) that asked 49 organizations about their mobile technology practices and adoption Read more
The 21st Century was introduced by the tumultuous climax of the dot-com boom on March 20, 2000 when the NASDAQ peaked at 5,132. Since then modern corporations marched on to become the majority of the 100 largest organizations in the world (in terms of revenue/budgets and employed people) surpassing the size of many sovereign national governmental organizations. And this phenomenon happened fast. In 1954, the Boeing Corporations became just the 23rd corporation to exceed $1 billion dollars in annual revenue. By the end of the 20th century, hundreds of corporations exceeded multi-billion dollars in annual revenue. I rejoined the University of Washington faculty in 2003 to research one of the hotbeds of corporate foundings and Read more
There is no doubt that the layering of interactive information over the physical world in real time — aka augmented reality (AR) — has a considerable “wow factor.” Nonetheless, IT decision makers need to take a cold hard look at augmented reality before jumping on this particular bandwagon. There are two key questions that need to be answered. First, can AR applications create real value for your customers, employees, and other stakeholders? Second, can your company overcome the significant challenges facing the relatively young AR community? Over the past few years, the toy manufacturer Lego rolled out interactive augmented reality (AR) kiosks (a monitor and camera) in a number of retail outlets. (You can view one of Read more