Artificial intelligence (AI) and machine learning (ML) are technologies that can solve problems and do a world of good. But we must not forget that they are fallible and require human oversight. AI/ML developers must adhere to a strong code of ethics and employ ethicists to audit new applications. They must also ensure valid and reliable data testing and remain vigilant to the possibility that the technology may not work as intended.

Artificial intelligence (AI) and machine learning (ML) are technologies that can solve problems and do a world of good. But we must not forget that they are fallible and require human oversight. AI/ML developers must adhere to a strong code of ethics and employ ethicists to audit new applications. They must also ensure valid and reliable data testing and remain vigilant to the possibility that the technology may not work as intended.

Based on recent findings from a Cutter Consortium survey on customer experience (CX) management in the enterprise, most organizations appear to have somewhat guarded expectations of artifical intelligence’s potential to influence CX.

A business architecture initiative such as business capability modeling can be a challenging endeavor in many organizations. Typically, little clarity exists as to what a business capability is, what business capabilities are used for, and why a business needs them. The challenge is to address these concerns while succinctly articulating why adopting business capability modeling is a good idea.

In Part VI of this Executive Update series on customer experience (CX) management, we examine findings covering the various advanced technologies on organizations’ radar regarding their CX efforts.

Examples of unintended consequences abound in government and the social sciences, but also occur in engineering, business, management, IT governance, and other areas. In this Advisor, we explore some examples.

Design thinking helps companies identify real issues they never knew existed and leads to innovative digital and non-digital solutions never before imagined.

Digital transformation is not an end point; it is just a beginning. It is imperative to continuously evolve your digital solutions to keep meeting the needs of your users and your market.

This Advisor looks at two fundamental project metrics that everyone uses at all levels in the IT organization: size and flow.

This Executive Update describes the unique challenges to quality in the big data domain as well as various approaches to handling and resolving those challenges.

While standard security practices still apply for automation initiatives, there are specific security practices to keep in mind for automation design.

This edition of The Cutter Edge discusses how leaders can prepare themselves for the changes in the software industry; how to master sustainability as technology continues to evolve; what's up and coming with blockchain, and more!

This edition of The Cutter Edge discusses how leaders can prepare themselves for the changes in the software industry; how to master sustainability as technology continues to evolve; what's up and coming with blockchain, and more!

To succeed in the future, we must make difficult changes to move our organizations into the 21st century — and creating real teams is the answer.

Two major challenges hindering organizations from successfully implementing their customer experience (CX) management initiatives include difficulty defining and mapping just what the customer journey/experience should be and an inability to provide a seamless CX across their different channels. To tackle these issues, organizations are adopting customer journey mapping tools and service blueprints — two different but complementary practices.

APIs have moved beyond system-to-system integration and utility. They have now expanded to focus on solving problems for customers, the workforce, and suppliers/partners. So how do enterprises begin to evolve their API platform?

We are increasingly hearing about the role of the CCO — the chief customer officer — who has the authority to ensure that the organization provides a unified and seamless customer journey/experience across all customer channels and guides the adoption and dissemination of CX practices and technologies. But just how standard is the role of the CCO among organizations?

No matter where you are in your journey or what your stance is on digital architecture (is it real or just story?), this issue of CBTJ will challenge your worldview and challenge each of us “to work as the scientist rather than the consumer of the scientist’s work,” building and testing our own theories in the laboratory of our own experience.

Complex technology projects require a pushback against biases, oversimplifications, and the need for certainty that will inform many proposed solu­tions. The role of dissent is to harden and strengthen these proposals and to identify the right course of action among them.

What is the new new thing in artificial intelligence (AI)? What new methods or approaches have been invented? Based on my research, it appears that the real news in AI is processing: advances in computer speed, more solid-state technology, small embedded neural networks, and multilayer neural networks. So what does it all mean?

In Part X of this Executive Update series on statistical project manangement (SPM), we describe many of the metrics within SPM by category.

Kaine Ugwu presents a series of tips, tricks, and techniques to approach the development of a digital architecture. He offers some clear guidance on putting the experience of customers at the heart of the architecture, positioning digital as a strategic approach to reimagining business models and infusing the organization with agility. Ugwu proposes a prag­matic use of industry reference models and pinpoints the key areas that need to be addressed to kickstart this process.

Kaine Ugwu presents a series of tips, tricks, and techniques to approach the development of a digital architecture. He offers some clear guidance on putting the experience of customers at the heart of the architecture, positioning digital as a strategic approach to reimagining business models and infusing the organization with agility. Ugwu proposes a prag­matic use of industry reference models and pinpoints the key areas that need to be addressed to kickstart this process.

Mark Greville proposes an alternative to the command-and-control theater that is governance (particularly technology governance) in most large organizations. He offers examples of business-model-assassinating decisions from previous generations and lays out a path toward a scalable, sustainable, useful governance approach that avoids the bureaucracy typically associated with governance. The article explores decision dynamics and proposes the method of public self-governance to break up complex governance structures, eliminate governance body queues, accelerate change, and drive accountability and transparency via a modern, decentralized approach.

Mark Greville proposes an alternative to the command-and-control theater that is governance (particularly technology governance) in most large organizations. He offers examples of business-model-assassinating decisions from previous generations and lays out a path toward a scalable, sustainable, useful governance approach that avoids the bureaucracy typically associated with governance. The article explores decision dynamics and proposes the method of public self-governance to break up complex governance structures, eliminate governance body queues, accelerate change, and drive accountability and transparency via a modern, decentralized approach.