The ability of an organization to continually identify, assess and react to change quickly and effectively in response to major forces such as globalization and technology, is moving from the realm of competitive advantage to necessary for survival. There have been great advances in improving the agility of execution, and while many organizations are pursuing these approaches, the bigger question is still how to truly transform an organization to be agile at its core, including end-to-end strategy execution and employee mindsets. Organizations are also grappling with what the introduction of agile execution approaches means to longer term, big picture perspectives such as strategy formulation and architecture.
Driven by the realization that business agility is no longer an option for long-term survival, many organizations are looking to understand the depth of what this really requires and the most effective path for achieving it. This topic will be addressed in an upcoming issue of Cutter Business Technology Journal with Guest Editor Whynde Kuehn.
We are seeking articles that go beyond the technology and execution perspective and provide a rich, big picture, and business-focused perspective on what it means to be an agile organization and how to get there. Core to this discussion is the relationship between architecture and its role in overall organizational agility, as well as how it guides and relates to agile execution approaches. We welcome articles from experienced practitioners who can articulate a vision for an agile organization and how to balance the tension between agility and tradition, including evolving organizational structures and approaches to processes such as strategy formulation where necessary.
Topics may include, but are not limited to, the following:
• What is an agile organization? How does it act? What is the panacea for an agile organization—what can it do and be in the future? Conversely, what is likely to happen to organizations who are not agile? Is agility a source of competitive advantage or a necessity?
• How do we balance and integrate agility with core activities related to strategy formulation and planning? Do the approaches or rhythms in which we perform these activities change as an organization becomes more agile?
• How does business / enterprise architecture enable overall organizational agility from strategy through execution? How should business / enterprise architecture inform, enhance and relate to agile execution approaches? What challenges occur when architecture is missing or immature?
• How does an organization embark on a journey to become agile? Where do they start? What are the potential pitfalls along the way? What can we learn from successful organizations who have started and achieved progress on this journey?
• What factors have contributed to organizations’ lack of agility today? From a human perspective, what challenges will organizations need to overcome to become agile? How do we shift culture and mindset? How do we best introduce and help people through the change? What are other human considerations we must be mindful of?
Abstract Submissions due June 18, 2018. Please send article ideas to Christine Generali and Whynde Kuehn including an abstract and short article outline showing major discussion points. Accepted articles will be due July 20, 2018. Final article length is typically 2,500-3,500 words plus graphics. More editorial guidelines.
Cutter Business Technology Journal is published monthly as a forum for thought leaders, business practitioners and academics to present innovative ideas, current research and solutions to the critical issues facing business technology professionals in industries worldwide competing in today’s digital economy.