Dinesh Kumar comes at digital architecture from the perspective of business capability maturity: the readiness of any organization is a function of the maturity of a set of digital business capabilities. He goes on to describe the DigitalCMF, including the business capability domains, the digital business capabilities, and various assessments and tools within the framework. He outlines a roadmap using capability engineering as a way forward to assist organizations on the journey to a digital future.

Dinesh Kumar comes at digital architecture from the perspective of business capability maturity: the readiness of any organization is a function of the maturity of a set of digital business capabilities. He goes on to describe the DigitalCMF, including the business capability domains, the digital business capabilities, and various assessments and tools within the framework. He outlines a roadmap using capability engineering as a way forward to assist organizations on the journey to a digital future.

Barry M. O’Reilly calls on us to rise above the hype, myth, and storytelling that have created the concept we call “digital architecture.” He proposes that the concept is part of an ongoing storytelling process that we as humans use to understand and navigate our world; digital architecture isn’t a real thing, it’s just part of a story to help us find our path. O’Reilly cautions against adherence to dogma and the slavish belief that copy-and-paste frameworks can solve our problems. He counsels that we should recognize that we are in an infinitely repeating cycle of hype.

Barry M. O’Reilly calls on us to rise above the hype, myth, and storytelling that have created the concept we call “digital architecture.” He proposes that the concept is part of an ongoing storytelling process that we as humans use to understand and navigate our world; digital architecture isn’t a real thing, it’s just part of a story to help us find our path. O’Reilly cautions against adherence to dogma and the slavish belief that copy-and-paste frameworks can solve our problems. He counsels that we should recognize that we are in an infinitely repeating cycle of hype.

Simon Field integrates business capability modeling into SARM, a formal method for developing and evaluating competing designs for solution architectures. In this article, he shows how this technique can be used to build competing designs for “digital services.” SARM focuses on architecturally significant requirements, as these are most likely to be difficult (and expensive) to change once enshrined in the architecture. The framework uses business capabilities as a way of expressing functional suitability, which introduces a layer of abstraction difficult to achieve through other means.

Simon Field integrates business capability modeling into SARM, a formal method for developing and evaluating competing designs for solution architectures. In this article, he shows how this technique can be used to build competing designs for “digital services.” SARM focuses on architecturally significant requirements, as these are most likely to be difficult (and expensive) to change once enshrined in the architecture. The framework uses business capabilities as a way of expressing functional suitability, which introduces a layer of abstraction difficult to achieve through other means.

John Murphy proposes some practical steps to resolve the communication difficulties that still plague transformation programs. He proposes business capability modeling as a way to create shared understanding and bridge the worlds of business, process, and technology information encapsulated in business capabilities.

John Murphy proposes some practical steps to resolve the communication difficulties that still plague transformation programs. He proposes business capability modeling as a way to create shared understanding and bridge the worlds of business, process, and technology information encapsulated in business capabilities.

There appears to be a new school emerging when it comes to digital architecture; one that embraces the complex and the uncertain. Some of our authors in this issue of CBTJ would certainly identify with that school. Proponents of this new school are building in areas of common concern — systemic resil­ience, critical thinking, and mental models — and are introducing variety, design tooling, and governance models. Each is attacking a systemic issue via experimentation, letting reality be the judge of what’s useful and what should survive.

There appears to be a new school emerging when it comes to digital architecture; one that embraces the complex and the uncertain. Some of our authors in this issue of CBTJ would certainly identify with that school. Proponents of this new school are building in areas of common concern — systemic resil­ience, critical thinking, and mental models — and are introducing variety, design tooling, and governance models. Each is attacking a systemic issue via experimentation, letting reality be the judge of what’s useful and what should survive.

As artificial intelligence (AI) becomes more visible as a corporate strategic tool, organizations will have to incorporate issues surrounding AI as part of corporate strategy. In this Advisor, the authors examine some best practices for the successful implementation of AI initiatives.

In this Advisor, the authors examine prevailing concepts of trust in the context of AI applications and human-computer interaction. They emphasize that trust building is a dynamic proc­ess and outline how to build initial trust in AI systems.

In this Advisor, the authors examine prevailing concepts of trust in the context of AI applications and human-computer interaction. They emphasize that trust building is a dynamic proc­ess and outline how to build initial trust in AI systems.

Data democratization means providing equal access to everyone — level­ing the playing field between parts of the organization so that all parties can get access to the data. Data democratization is also a recognition that today’s economy is truly an information one, filled with information workers — and information workers need information.

This Advisor is a call to pause — to ponder where architecture has been and where it is and to provide a framework within which to do that.

In this issue, you'll discover why it's survival of the fittest in the digital game, why software delivery talent is so hard to find, how to meet the challenges of the skills shortage, and more!

In this issue, you'll discover why it's survival of the fittest in the digital game, why software delivery talent is so hard to find, how to meet the challenges of the skills shortage, and more!

Karolina Marzantowicz reveals some of the new blockchain-based innovations — such as the growth of global blockchain consortiums, stablecoins, digital currencies, new service offerings from big tech giants, and decentralized finance (DeFi) platforms — that are revolutionizing the banking and finance industry by transforming both the business and consumer experience in positive ways.

Emotion recognition is an evolving technology that is still in the very earliest stages of enterprise adoption. However, commercial providers now offer platforms and services utilizing emotion recognition, and we are seeing end-user organizations express growing interest in using the technology.

This Advisor describes what an organization needs to develop and implement the organizational skills and capabilities associated with big data.

To incorporate a software delivery capability, your team should thrive on adopting new technology, practices, and processes. There are three primary ways companies can do this effectively, as we explore in this Advisor.

Organizations are interested in adopting several technologies to support their customer experience initiatives. This Advisor considers two specific areas: personalization and omnichannel customer engagement and marketing platforms.

Similar to the semantics of user stories, which always express change, it is beneficial to describe architecture as a series of changes — structural changes through time. The smaller the gap between the architecture representation of the architecture and its realization, both in expressiveness and timing, the more relevant the architectural changes.

Artificial intelligence (AI) and machine learning (ML) has vulnerabilities that can create serious consequences for lives and property. In this Advisor, we investigate AI’s vulnerabilities, examining where problems can occur in development and application.

The problems that businesses try to solve with Industry 4.0 become less about automating old processes and more about inventing a new world in which computing drives business rather than mirrors it. It’s both inevitable and predictable that this will bring a protracted and difficult skills shortage. In this on-demand webinar, Barry M. O’Reilly offers insight on how your organization can prepare to meet the challenge.