Aggregated enterprise architecture wisdom
It is said that Enterprise Architecture is a tool for transformation. it is among other things. Without an EA, a transformation is blind. It does not see the objects around and in its path. Thus, the transformation bumps into them or it fails to see th…
By Darrell May, Senior Principal Software Engineer, Oracle® Oracle® Solaris innovation is due in part to the UNIX® standard,[1] the test suites,[2] and the certification.[3] By conforming to the standard, using the test suites[4] and driving to certification, Oracle® Solaris … Continue reading →
You might perhaps describe this piece as “praising with faint damns” – but oh, it’s so nice to be able to say something nice for once about The Open Group! Okay, yeah, maybe a bit unkind to start this that…
“Do you have mechanisms to challenge ideas?”
“Are your people empowered to act?”
“Do you have mechanisms to challenge ideas?”
“Are your people empowered to act?”
It’s been a while since I’ve blogged; not because I’ve had nothing to say, but rather because I’ve been busy with my colleagues Ted Schadler, James McCormick, and Holger Kisker working on a new line of research. We wanted to examine the fact that business satisfaction with analytics went down 21% between 2014 and 2015, despite big investments in big data. We found that while 74% of firms say they want to be “data-driven,” only 29% say they are good at connecting analytics to action. That is the problem.
Ted Schadler and I published some initial ideas around this idea in Digital Insights Are The New Currency Of Business in 2015. In that report, we started using the phrase digital insight to talk about what firms were really after ― action inspired by new knowledge. We saw that data and analytics were only means to that end. We also found that leading firms were turning data into insight and action by building systems of insight ― the business discipline and technology to harness insights and consistently turn data into action.
Here is a key figure from that report:
It’s been awhile since I’ve blogged; not because I’ve had nothing to say, but rather because I’ve been busy with my colleagues Ted Schadler, James McCormick, and Holger Kisker working on a new line of research. We wanted to examine the fact that business satisfaction with analytics went down 21% between 2014 and 2015, despite big investments in big data. We found that while 74% of firms say they want to be “data-driven,” only 29% say they are good at connecting analytics to action. That is the problem.
Ted Schadler and I published some initial ideas around this idea in Digital Insights Are The New Currency Of Business in 2015. In that report, we started using the phrase digital insight to talk about what firms were really after ― action inspired by new knowledge. We saw that data and analytics were only means to that end. We also found that leading firms were turning data into insight and action by building systems of insight ― the business discipline and technology to harness insights and consistently turn data into action.
Here is a key figure from that report:
The enterprise collaboration (EC) landscape is rife with innovative products that begin with a narrow feature set (e.g., Box for document collaboration or Slack for group messaging). Viral growth and company value often follow — along with competitors…
The enterprise collaboration (EC) landscape is rife with innovative products that begin with a narrow feature set (e.g., Box for document collaboration or Slack for group messaging). Viral growth and company value often follow — along with competitors…
We are kicking off a research series on the future of work for “production services,” with a focus on administrative and customer service jobs where a high degree of automation is projected. Basically, cognitive computing may do to white-collar jobs what robotics did to blue-collar jobs. This may lead to radically different work patterns and unintended consequences. Enterprises risk blindly bringing in advanced analytics without a best practice approach that covers change management and identifies gaps in the formerly human-driven process that affect compliance, customer experience, and efficiency. To date, few are doing serious thinking about a force that will lead to a restructuring of work that is more profound and far-reaching than the transition from the agricultural to the industrial age.
Please take or send this survey to businesses contemplating or using smart machines to augment human-based processes. They will receive a free copy of the report.
Thank you.
https://forrester.co1.qualtrics.com/SE/?SID=SV_6RI5qO6FJ2S13z7
We are kicking off a research series on the future of work for “production services,” with a focus on administrative and customer service jobs where a high degree of automation is projected. Basically, cognitive computing may do to white-collar jobs what robotics did to blue-collar jobs. This may lead to radically different work patterns and unintended consequences. Enterprises risk blindly bringing in advanced analytics without a best practice approach that covers change management and identifies gaps in the formerly human-driven process that affect compliance, customer experience, and efficiency. To date, few are doing serious thinking about a force that will lead to a restructuring of work that is more profound and far-reaching than the transition from the agricultural to the industrial age.
Please take or send this survey to businesses contemplating or using smart machines to augment human-based processes. They will receive a free copy of the report.
Thank you.
https://forrester.co1.qualtrics.com/SE/?SID=SV_6RI5qO6FJ2S13z7