Knowing who is performing well in your organization — and why — are important factors in knowing what to do to improve. Traditionally, organizations have relied on subjective measures to answer questions of what is working and why it works. While sports and music are examples of the very few areas where it’s possible to isolate the contribution of an individual to the success of the “system”, the link between action and outcome is much murkier in most other areas. As Stefan Henningsson and Christian Øhrgaard point out in their recent article, Follow the Digital Trace: Turning Digital Artifacts into Digital Capital, most people contribute to success through a complex system of influencing conditions that 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 ...
It seems clear that business architecture, as a discipline, is rapidly growing worldwide. Cutter Consortium’s business architecture experts William Ulrich and Whynde Kuehn are seeing the sophistication of how people are using business architecture expanding. They’re witnessing an escalation in both the depth and quality of how people are using business architecture and a shift in focus from how to just build a business architecture practice to how to strategically leverage business architecture to transform the business and launch it forward. Organizations are realizing that business architecture is a critical for translating strategy into execution for large scopes. Business architecture is the bridge between business direction and a coordinated set of downstream actions for business and Read more
An architectural risk assessment is not a penetration test or merely a vulnerability scan. It is an engineering process with the aim of understanding, defining, and defending all the functional output from customers, line workers, corporate staff, and client-server interactions. Architectural risk assessments include ethical hacking, source code review, and the formation of a new network design. As Fred Donovan wrote in the Cutter Consortium Executive Update, Architectural Risk Assessment: Matching Security Goals to Business Goals, “Performed correctly, [an architectural risk assessment] will empower the technology staff and enable the business to focus less on security and more on customers.” According to Donovan, the first step of an architectural risk assessment is to conduct interviews Read more
Many companies boast about having a culture of innovation, but, as Cutter Consortium Fellow Steve Andriole writes, they in fact don’t. Instead of breaking free of their cultural constraints to truly innovate, they continue innovate in the past; that is, toward business models, processes, and technologies that are anchored solidly in the 20th century. To break through and become truly innovative Andriole advises organizations study what the best innovators have done and try to repeat their successes by following the formulas that have worked for the most successful innovators. So what do the best companies do? How do they make the list of most innovative companies? In The Heart of Innovation: Best Practices from the Read more
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
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