Predictable Surprises
Recent enterprise risk management (ERM) snafus illustrate the importance of organizational preparedness in the face of surprise. Consider the following examples.
Lessons Learned About Developing a High-Quality Data Resource
Lessons Learned About Developing a High-Quality Data Resource
Not-So-Core Competencies
Organizational matters
Not-So-Core Competencies
Organizational matters
The End of the US Public Corporation?
The End of the US Public Corporation?
Relational and Object-Oriented Database Design in the 21st Century -- Part 1
Increase Customer Satisfaction: Divide and Conquer
IT departments, like any business, are constantly being asked to excel in three dimensions simultaneously: quality of services, operational efficiency, and customer care. When you think about it, isn't that all there is? But you know what? It can't be done: you can't excel in all three at once. If you try, you won't be consistently outstanding at any one, let alone all three, and you'll just wind up in the "muddled middle."
Increase Customer Satisfaction: Divide and Conquer
IT departments, like any business, are constantly being asked to excel in three dimensions simultaneously: quality of services, operational efficiency, and customer care. When you think about it, isn't that all there is? But you know what? It can't be done: you can't excel in all three at once. If you try, you won't be consistently outstanding at any one, let alone all three, and you'll just wind up in the "muddled middle."
What's the "Right" IT Spending Level?
In the past months we have been asked by three different IT organizations some variation of this question: "In our industry, what percent of revenue should we be spending on IT?" The question seems to be driven by one of the following three pressures, most coming from outside of IT:
What's the "Right" IT Spending Level?
In the past months we have been asked by three different IT organizations some variation of this question: "In our industry, what percent of revenue should we be spending on IT?" The question seems to be driven by one of the following three pressures, most coming from outside of IT:
What's the "Right" IT Spending Level?
In the past months we have been asked by three different IT organizations some variation of this question: "In our industry, what percent of revenue should we be spending on IT?" The question seems to be driven by one of the following three pressures, most coming from outside of IT:
Simulation and Business Process Management
As companies gain more experience and become more adept at business process optimization, they are beginning to examine the use of simulation tools for modeling and analyzing business processes.
What's the "Right" IT Spending Level?
In the past months we have been asked by three different IT organizations some variation of this question: "In our industry, what percent of revenue should we be spending on IT?" The question seems to be driven by one of the following three pressures, most coming from outside of IT:
What's the "Right" IT Spending Level?
In the past months we have been asked by three different IT organizations some variation of this question: "In our industry, what percent of revenue should we be spending on IT?" The question seems to be driven by one of the following three pressures, most coming from outside of IT:
Agile Methods and Outsourcing
Simulation and Business Process Management
As companies gain more experience and become more adept at business process optimization, they are beginning to examine the use of simulation tools for modeling and analyzing business processes.
Simulation and Business Process Management
As companies gain more experience and become more adept at business process optimization, they are beginning to examine the use of simulation tools for modeling and analyzing business processes.
