Cutter Senior Consultant Barry Devlin is passionate about extending BI approaches into true business insight. His four-part series over at Upside.com digs into the science of decision making (hint: we’re less rational than we think!) and how that fits with current BI tools (hint: not very well). Here’s an excerpt from How Do You Make Decisions? (Part 4). In my book, Business unIntelligence: Insight and Innovation beyond Analytics and Big Data, I developed a conceptual model for decision making support in today’s world. This model consists of three “thinking spaces.” Two of these are obvious and long-recognized: information and process. However, I also explicitly included a people space in the conceptual architecture, sitting atop the Read more
Simplicity is a great virtue but it requires hard work to achieve it and education to appreciate it. And to make matters worse: complexity sells better. — Edsger W. Dijkstra Architecture’s raison d’être is to manage complexity and enable value generation for the enterprise that rests on it. But does the enterprise of architecture always produce the architecture for the enterprise? My experience tells me that it often does not. Sometimes, though, in our finest moments, we manage to architect things of elegance that push our enterprises and industry to much higher levels. It may not all be by design; emergence may be a better explanation for some of our architectural accomplishments. So, what would Read more
Cutter’s Curt Hall is conducting research on the measures organizations are taking to safeguard their data in light of the persistent breaches that have become commonplace in our world. This confidential survey seeks to gauge the various trends impacting organizations’ data security protection practices, and the extent to which organizations are using data-centric practices and technologies. Survey results will be revealed in upcoming Cutter Consortium research. Those who complete the survey will receive a $50 Cutter Bookstore credit. Thanks in advance for your participation! Take the survey.
By asking the CEOs of some of the most successful and influential companies in the world, such as GE and Google, a clear definition of innovation management emerges. The definition addresses the need to quickly and effectively implement organizational goals and objectives to remain competitive and the desire to strengthen advantages through the adoption of innovative ideas, products, processes, and business models. Enterprises facing increasing competition and the pressure of technological innovation are beginning to realize that to drive organic business growth and maintain a competitive advantage, they need to discover and implement innovation quickly and with great care to ensure maximum value. One-off innovations are moderately easy to take advantage of, but to create a pipeline of Read more
Cognitive computing is among the major trends in computing today and seems destined to change how business people think about the ways in which computers can be used in business environments. “Cognitive computing” is a vague term used in a myriad of ways. Given the confusion in the market as to the nature of cognitive computing, our recent Executive Report (Part I in a two-part series) describes what we mean by cognitive computing by exploring five different perspectives on the topic: (1) rules-based expert systems, (2) big data and data mining, (3) neural networks, (4) IBM’s Watson, and (5) Google’s AlphaGo. Here is a brief description of each. Rules-Based Expert Systems There have been other attempts to commercialize artificial intelligence Read more
Shout out to Cutter Fellow Bob Charette for winning the esteemed 2016 Jesse H. Neal Award for his series of articles featured in the “Lessons from a Decade of IT Failures” – detailing the takeaways from tracking the big IT debacles of the last ten years. After Bob’s 2005 article, “Why Software Fails” – he started tracking, documenting and blogging about technology failures of all sizes. Ten years later, he selected five of these IT project failures to feature in the report, “Lessons from a Decade of IT Failures,” replete with interactive graphs and charts – now recognized and rewarded for its editorial excellence in business media. A very well deserved honor — congratulations, Bob! Read more
“Never make forecasts, especially about the future.” — Sam Goldwyn This is particularly good advice for those with the courage (temerity? foolhardiness?) to forecast trends in technology. We can safely predict that technologies will get better/faster/cheaper/smaller, but which ones? Who will use them? How? For what? Back in the days when fairly standard IT was just bought by organizations with cost-conscious and risk-averse CFOs, the only question was how much technology would be bought, which depended largely on the overall economy. Starting in the 1980s, when ordinary people began buying IT, much of it from brand-new companies, predicting consumers’ tastes and quantifying their demand presented a whole new challenge. Add in the Internet, and what Read more