Dominik

Artificial Intelligence is redefining what machines can do for humans, pushing past the limitations of traditional digital tools. But as organizations look to adopt AI, they face not only the same hurdles encountered with past digital and data initiatives—siloed thinking, misaligned goals, and underdeveloped data foundations—but also a greater urgency to overcome them. AI builds on these earlier layers, and its success depends on them. Moreover, realizing AI’s full potential demands an additional set of new capabilities. This webinar explores what it takes to unlock true, sustainable value realization with AI. ….

Business Architecture is indeed the odd one out. Most other architectural disciplines have a strong IT focus. And if you ask me, that’s not strange, as IT has always required strong architectural structuring. With every new technology and the exponential growth of both adoption and possibilities, the complexity of the IT landscape has significantly increased. Consequently, organizations could no longer build monolithic systems without architectural structure; they had to invest considerable effort into data architectures, software architectures, integration architectures, and more. Yet even these architectures do not operate in isolation. They still aim to realize business value by providing functionality and delivering on quality attributes (e.g., scalability, performance).

Looking at the amount of data we generate and store today compared to last year, it doesn't take a genius to figure out that these vast amounts of data bring many challenges in managing it. Add to this the fact that data has become much more than just an asset—it has become a cornerstone of strategic innovation—and you soon realize that data management is a crucial practice for any organization.

If you’ve been recently involved in developing IT solutions, you’ve probably experienced that the challenge is no longer merely about building IT systems that work—it’s about crafting solutions that balance functionality with performance, security, and usability.

Leaders accountable or responsible for operational risk must have a deep understanding of these risks and provide clear guidance on the extent to which they should be addressed and how best to manage them. As digital dependency rises, both preventing risks from materializing and responding effectively when they do become significantly more challenging.

Leaders accountable or responsible for operational risk must have a deep understanding of these risks and provide clear guidance on the extent to which they should be addressed and how best to manage them. As digital dependency rises, both preventing risks from materializing and responding effectively when they do become significantly more challenging.

The entrepreneurial mantra ‘Location, Location, Location’ still holds, yet nothing spells digital disruption like 'Platform, Platform, Platform'. Still, there remains a great deal of confusion and misunderstanding on the subject in the market. Time to untangle the knot.