In this Advisor, I provide an update on the various types of IT solutions that are currently available for monitoring and enforcing social distancing practices in the workplace, and for helping companies conduct automated contact tracing of employees. These tools provide social distancing and contact tracing for companies seeking to reopen for business post quarantine for COVID-19.

In this Advisor, I provide an update on the various types of IT solutions that are currently available for monitoring and enforcing social distancing practices in the workplace, and for helping companies conduct automated contact tracing of employees. These tools provide social distancing and contact tracing for companies seeking to reopen for business post quarantine for COVID-19.

There are two data challenges during the COVID-19 pandemic: (1) collecting the data and (2) building models using the data. In this Executive Update, we discuss the existing approaches and techniques employed to address these challenges.

There are two data challenges during the COVID-19 pandemic: (1) collecting the data and (2) building models using the data. In this Executive Update, we discuss the existing approaches and techniques employed to address these challenges.

To remain successful and to disrupt instead of being disrupted, best-in-class B2B organizations are recognizing the increasing importance of “the customer experience” to maximize value. Consequently, they have initiated profound transformations to develop customer preference and maximize margins.

A critical factor for the past failure of many Agile initiatives is that leaders are disengaged from their strategies. They’re not taking responsibility for the deep learning, mindset shift, personal role shift, and cultural shifts required of them in a transformation of this magnitude. The failure is not specifically about Agile. Indeed, any signi­ficant change initiative needs this sort of leadership engagement, where the leaders must go first in leading, or showing the way.

In this webinar, Rodolfo Guzman and Daniel Monzon offer tips into digital strategies and technologies that support oil & gas industry transformations, identify possible scenarios for the industry in the post-COVID-19 world, and offer insight into two key areas companies need to focus on for the best chance to weather the COVID-19 storm.

Business architecture is a critical — and typically missing — bridge between strategy and execution. Organizations should leverage it to translate strategies and other business direction and collectively architect, prioritize, and plan actions to be taken from a business-driven, enterprise-wide perspective. Indeed, business architecture and business architects contribute unique value across the strategy execution lifecycle, as well as connect other teams and help them be more effective.

Business architecture is a critical — and typically missing — bridge between strategy and execution. Organizations should leverage it to translate strategies and other business direction and collectively architect, prioritize, and plan actions to be taken from a business-driven, enterprise-wide perspective. Indeed, business architecture and business architects contribute unique value across the strategy execution lifecycle, as well as connect other teams and help them be more effective.

Data architects need to strike the right balance between addressing data stakeholder pain points and gathering information to build and enhance the data architecture. The triad of people, process, and systems (technology) transforming cohesively are the ingredients for the secret sauce that can provide a practical way of managing the enterprise data architecture. In this Advisor, we examine these influences on data architecture.

In this Advisor, Adrian Jones stresses the importance of context-setting infor­mation by pointing out the increased vulnerability to which we are exposing ourselves. We produce and use more and more data. In the backs of our minds, we know that data governance is of growing importance, but we don’t act in the right way on this knowledge.

Now is the time for risk managers to focus on real-time analytics and proactive loss prevention, rather than administering risk systems related to operational processes. Here, Craig Wylie looks at how to use the AI/ML technology in practice; the capabilities that need to be in place; best practices for communicating risk and risk mitigation strategies; how to avoid “crying wolf”; rebalancing globalism and outsourcing.

The most critical element of a digital shift is the identification of a clear need or opportunity that digital technology can address. Successful enterprises continually examine their marketplaces along with how those marketplaces are changing. They also look at both their processes — and how to carry them out better, faster, and cheaper — and new technologies that could open up hitherto infeasible opportunities. 

The most critical element of a digital shift is the identification of a clear need or opportunity that digital technology can address. Successful enterprises continually examine their marketplaces along with how those marketplaces are changing. They also look at both their processes — and how to carry them out better, faster, and cheaper — and new technologies that could open up hitherto infeasible opportunities. 

Collaboration is a key factor in solving many complex problems, including the one we currently face. In fact, collaboration is a new paradigm that is increasingly finding its way into many traditional practices, including the modern corporation, where it has been introduced via horizontal organizations. Horizontal organizations are based on collaboration and trust as their default strategy. This kind of organization increases employee satisfaction and builds higher profits. In this Advisor, we examine how practices such as an open-book management policy (OBM), consent decision making, and a bold profit-sharing policy lead to greater profit and, ultimately, real customer satisfaction.

The time-honored approach to quantifying markets is to work outward from a specific technology or tool to a targeted customer who will potentially use the technology in myriad ways. These potential markets with applicable benefit from the technology are then tabulated into initial total addressable markets (TAMs). In turn, the TAMs help justify strategic investment in an organization or the investment round in a startup.

The time-honored approach to quantifying markets is to work outward from a specific technology or tool to a targeted customer who will potentially use the technology in myriad ways. These potential markets with applicable benefit from the technology are then tabulated into initial total addressable markets (TAMs). In turn, the TAMs help justify strategic investment in an organization or the investment round in a startup.

The job of the IT strategy isn’t to align to the business strategy. It’s to give the business people who create it as many options to change tack as possible. It’s a provider of IT capability in support of strategic business capabilities. Supporting, enabling, and aligning with core business capabilities equals competitive advantage when the business strategy is a good one.

This edition of The Cutter Edge highlights a long-overdue infrastructure issue brought to light by COVID-19, the missteps taken with DevSecOps efforts, tips for the automotive industry, and more.

We are now well into the depths of dealing with the current situation. In assessing performance in the face of uncertainty, have you identified and inventoried the capabilities, including ones that you barely knew existed within the depths of your enterprise? Can you use this learning to build a more Covidian architecture that will withstand future assaults that could be worse than the one we have been going through?

Economic lockdowns in the COVID-19 crisis have quickly and severely compromised the automotive supply chain and dealerships worldwide in unprecedented ways. The recession after the crisis will cut global car demand by multi-digit percentages in 2020, followed by a slow recovery that will lag GDP rebound by one or two years. By the time car sales reach pre-crisis levels again in two to three years, powertrain electrification and digitalization will have made additional advances, just as buyers are returning to the market. This confluence creates opportunities in the automotive crisis recovery for those in the industry who set themselves on the right course now.

Vendors are now offering IT solutions designed specifically to help businesses enforce social distancing practices and support automated contact tracing in the workplace.

Vendors are now offering IT solutions designed specifically to help businesses enforce social distancing practices and support automated contact tracing in the workplace.

Today’s corporate world requires companies to look for a clear purpose for their business ventures, beyond solely maximizing profits. This purpose — or the why — is essential for future success in an ever-changing, increasingly digital business environment. As this Executive Update highlights, today’s companies must not only convince their customers of their offerings, but they also must convey opportunities to their investors and company strategy to their employees through the flywheel concept.

Today’s corporate world requires companies to look for a clear purpose for their business ventures, beyond solely maximizing profits. This purpose — or the why — is essential for future success in an ever-changing, increasingly digital business environment. As this Executive Update highlights, today’s companies must not only convince their customers of their offerings, but they also must convey opportunities to their investors and company strategy to their employees through the flywheel concept.