Once again, the end of the year has snuck up! That means it’s time for our annual Cutter Predicts … series. Over the next few weeks, Cutter Fellows and Senior Consultants will showcase their visions of 2014 (and in some cases, beyond) here on the Cutter Blog and also on the Cutter website. Feel free to weigh in: do you agree with their predictions? Do you have supporting evidence of the hypotheses? Or maybe you have evidence to the contrary. In any case, we’d love to hear what you have to say and what you see unfolding next year on the business technology landscape. (If you want to take a trip down memory lane, you’ll Read more
Posts Tagged '2011 predictions'
Offshoring passes the early adopter stage – the early adoption bugs (customer care, black & white view of specifications, etc) have been largely worked out now, particularly in India. Customers have gotten better at specifications and remote management – moving away from the “do what I meant, not what I specified” approach to a more professional approach. Indian firm are better at client management, with most having onshore support cells. Even with the labor arbitrage decreasing, more value is being added. This is the year offshoring will no longer be a novelty, but a mandatory aspect of the business case for delivering IT. Although, many organizations will continue to use a politically acceptable onshore brand Read more
I predict that in the USA, the tension between Democrat- and Republican-controlled Houses of Congress will force compromise early and more will get done. The emerging economy will strengthen as global competition forces corporate investment. Companies that are overly conservative and hold on will find themselves at risk again. [Editor’s Note: This post is part of the annual “Cutter Predicts …” series, compiled at the Cutter Consortium website.]
Here are my predictions for 2011: The transformation of smart phones into virtual wallets will stimulate new targeted attacks on mobile users. Spending on cyber surveillance technologies by governments will increase dramatically with little corresponding increase in the safety or security of citizens. Consumers who purchase 3D televisions will not need to worry about where they left their glasses because there will be very little 3D content available. [Editor’s Note: This post is part of the annual “Cutter Predicts …” series, compiled at the Cutter Consortium website.]
Every year the Cutter Trends Council attempts to come up with the biggest trends for the next 12 months. Unfortunately, this is an almost-impossible task, akin to forecasting the stock market for the next 6 or 12 months. Long range trends, on the other hand, are much easier to forecast. For example, there were a number of economists and brokers who forecast the recent recession (the one we’re still in) but hardly any were able to accurately forecast that it would occur in the early Fall of 2008. What is true of forecasting economic trends is also true of Business-IT trends. It has been clear for decades that the retirement of the “baby boomers” in Read more
2010 saw the rapid growth of quantitatively-driven performance improvement among organizations serious about getting lean and seeing results. Much of this can be attributed to newer techniques in agile practices such as Kanban for software, and related awareness resulting from these practices. Organizations getting serious about real, measurable improvement take being a learning organization to heart. They have started to explore blended approaches where they may bring together more than one “named” approach, firmly internalize the salient themes from them and synthesize a custom method that meets their specific business needs. Some of these organizations have also started to investigate and pursue use of CMMI as a framework for organizing and benchmarking their performance accomplishments. In Read more
There are two strands of interest to the CIO, the CTO, the CEO and the rest of the executive team: strategy and delivery. The fundamental premise of Agility to the C-level is quite straightforward: “Merge” the two, so that: Delivery can start before strategy is complete Delivery informs strategy through tight feedback loops The net effect is faster/earlier delivery of products and service that are well suited to satisfy the needs of target markets. The paramount need to deliver faster/earlier is, for all practical purposes, dictated by today’s markets becoming hyper-segmented. For example, my (or your) Twitter network today is an evolving market segment. My Twitter network in March 2011 could easily be a different Read more