There are practices, tools, and techniques that can be adapted to a variety of situations and will enhance the organization's ability to achieve its change agenda.

What scaling factors should we consider when tailoring our approach to Agile solution delivery? Several years ago, while working with IBM customers around the world to adopt and scale Agile, Scott developed the Agile Scaling Model (ASM) to help answer this question.

Amidst the jargon and hype there is usually a semblance of some idea or truth that has practical value. The evolution of the Web is popularly divided into Web 1.0 and Web 2.0, and now there is talk of an emerging Web 3.0.

[From the Editor: This week's Cutter IT Advisor is from Matt Ganis and Avinash Kohirkar's introduction to the December 2013 issue of Cutter IT Journal, "The Perception, the Power, and the Promise of Social Media Analytics" (Vol. 26, No. 12). Learn more about Cutter IT Journal.]

Google has recently launched a buying spree for robotics companies, gaining attention through acquisition of Boston Dynamics, a creator of sophisticated animal-like robots for the US Defense Department.

This year marks the 20th anniversary of the publication of Yale sociology professor emeritus Charles Perrow's ground-breaking book Normal Accidents: Living with High-Risk Technologies.

The need for Agile BI is easily seen in the increasing velocity of business, reduced profitability windows for innovation, and rapid changes in the technological environment.

As has been our tradition for the last several years, we've compiled the five most intriguing articles published by the Business & Enterprise Architecture practice for today's Advisor. How did we come up with this list? We chose the articles that garnered the most feedback from Cutter Members and clients and those that created controversy among Cutter Senior Consultants and Fellows.

As has been our tradition for the last several years, we've compiled the five most intriguing articles published by the Data Insight & Social BI practice this year for today's Advisor. How did we come up with this list?

As has been our tradition for the last several years, we've compiled the five most intriguing articles published by the Cutter IT Journal this year for today's Advisor. How did we come up with this list?

As has been our tradition for the last several years, we've compiled the five most intriguing articles published by the Business Technology Strategies practice this year for today's Advisor. How did we come up with this list?

As has been our tradition for the last several years, we've compiled the most intriguing articles published by the Agile Product & Project Management practice this year for today's Advisor. How did we come up with this list?

Any intelligent fool can make things bigger and more complex. It takes a touch of genius -- and a lot of courage -- to move in the opposite direction.

-- Albert Einstein

Organizations have had the option of using high-performance analytic databases1 in public cloud environments like Amazon Web Services (AWS) and Elastic Compute Cloud (EC2) platforms, among others, for several years now.

Most organizations I've worked for instinctively realize that the workers' opinions and ideas have merit, but they didn't have a formal means of gathering this information and no means of analyzing the measures derived from the input. We used internal suggestion programs as the substitute for surveying our own people. We even mistakenly worked hard to avoid (and eliminate) opinions in the suggestions.

Our research, which we describe here and in greater detail in a recent Executive Report (see "A Culture of Resilience: Preparing for the Unexpected"), shows how several "high-performing" organizations employ what we call a "culture of organizational resilience" in order to help manage risk and uncertainty. We evaluated organizations that already had comprehensive risk management systems in place, ranging from tools and techniques to forecast risks to business continuity and crisis-management planning.

The strongest Agile PMOs I've seen are very good at helping teams that are new to Agile "hold the Agile process" and not succumb to the temptation to start making exceptions.

Last June I discussed how complex event processing (CEP)1 was receiving considerable interest from organizations due to its ability to increase operational efficiency by identifying and interpreting the effect of seemingly unrelated events taking place across the enterprise, and then notify

The US government along with governments and military establishments around the world now consider cyberspace the fifth domain of warfare, after space, land, sea, and air.

Gamification is a tech industry buzzword referring to the use of gaming techniques in non-game applications. Big Data refers to data having properties like huge volume, high velocity, variety, and variability. A lot of people are already talking about Big Data, but many people question what to do with this data and how to make actionable insights out of it.

Gamification is a tech industry buzzword referring to the use of gaming techniques in non-game applications. Big Data refers to data having properties like huge volume, high velocity, variety, and variability. A lot of people are already talking about Big Data, but many people question what to do with this data and how to make actionable insights out of it.

Time and again, I read articles about the restorative power of vacation time. Holidays. Time to get away from it all. I can think of nothing more horrible. As a self-confessed workaholic zealot, the thought of copious amounts of open time on my calendar completely freaks me out.

In his recent novel The Circle, Dave Eggers draws the picture of a fictitious Internet company called "The Circle" that has broken the anonymity of Internet communication and subsequently has bought Google, Twi

While most companies have become adept at improving processes of small scope, many firms continue to struggle with large-scale process change. The challenges that such firms face are rarely related to the mechanics of process improvement.

As is well known and often stated, organizations do not change -- people do. Employees, managers, colleagues, partners, suppliers, customers -- one at a time and then many. Without change, people become stagnant and organizations die.