bipolar disorderReferencesDuarte, W., Becerra, R., & Cruise, K.docxAASTHA76
This document contains references for research related to bipolar disorder. It lists 12 references published between 2016-2015 on topics such as the relationship between neurocognitive functioning and occupational functioning in bipolar disorder, the historical underpinnings of bipolar disorder diagnostic criteria, comparisons of subjective and objective sleep estimations in patients with bipolar disorder, and neural correlates of hallucinations in bipolar disorder.
The document discusses IT governance, which involves processes that ensure effective and efficient use of IT to help an organization achieve its goals. IT governance addresses demand governance, which involves determining what IT should work on and where resources should be invested, and supply governance, which involves how IT should deliver what the business needs. Effective IT governance models must address what IT decisions need to be made, who should make them, and how they will be made and monitored.
Understanding IT Strategy, Sourcing and Vendor RelationshipsGoutama Bachtiar
This document discusses IT strategy, sourcing, and vendor relationships. It covers key topics such as:
1. Aligning IT strategy with business strategy and exploring different IT governance models.
2. Examining IT operating plans and sourcing strategies, including discussions of outsourcing, offshoring, and the outsourcing lifecycle.
3. Important considerations for commencing relationships with IT vendors, including vendor selection, contracts, and financial stability.
The document discusses analyzing the business case for IT systems projects. It explains that the systems planning phase involves reviewing proposals to determine if they present a strong business case. Analysts must consider the company's mission, objectives and IT needs. The process starts with a systems request and preliminary investigation to evaluate feasibility, fact finding, and reporting to management. Setting project priorities involves rejecting infeasible requests and prioritizing remaining items based on greatest benefit, lowest cost and shortest timeline.
The document provides an overview of tools and templates in the IT Strategy Toolbox to help IT managers develop a basic IT strategy. The toolbox can be used to [1] align business and IT goals, [2] build application and infrastructure roadmaps, [3] establish direction for the IT organization, and [4] create an IT investment roadmap. Developing an initial IT strategy using these tools allows an IT department to understand priorities, cope with competing demands, and plan strategic investments that support business objectives.
High-performing organizations achieve results by utilizing portfolio management to select the right projects at the right time with the right resources based on a data-driven selection methodology. Portfolio management adds value to an organization’s bottom line by optimizing the organization’s capacity and capabilities to meet the demands of an ever changing market and technology trends. It does this by providing insight and global visibility of the organizations approved set of strategic criteria against a backdrop of organizational constraints. This presentation provides a few of the value creation processes that implementing a best in class portfolio management solution can provide to your organization.
To learn more: http://developingaculturethatworks.com/
1) The document describes a case study of creating an IT strategy for an organization. The initial state of IT was unfocused and under-delivering without an overall strategy or project management.
2) By building trust through delivering projects and gaining business input, a new IT strategy was created that focused IT on business priorities. This resulted in a 3,000% increase in profits while reducing IT costs by 60%.
3) Key lessons included the importance of collaboration, an iterative process, and changing IT KPIs and organization to align with and support the new business-focused strategy.
bipolar disorderReferencesDuarte, W., Becerra, R., & Cruise, K.docxAASTHA76
This document contains references for research related to bipolar disorder. It lists 12 references published between 2016-2015 on topics such as the relationship between neurocognitive functioning and occupational functioning in bipolar disorder, the historical underpinnings of bipolar disorder diagnostic criteria, comparisons of subjective and objective sleep estimations in patients with bipolar disorder, and neural correlates of hallucinations in bipolar disorder.
The document discusses IT governance, which involves processes that ensure effective and efficient use of IT to help an organization achieve its goals. IT governance addresses demand governance, which involves determining what IT should work on and where resources should be invested, and supply governance, which involves how IT should deliver what the business needs. Effective IT governance models must address what IT decisions need to be made, who should make them, and how they will be made and monitored.
Understanding IT Strategy, Sourcing and Vendor RelationshipsGoutama Bachtiar
This document discusses IT strategy, sourcing, and vendor relationships. It covers key topics such as:
1. Aligning IT strategy with business strategy and exploring different IT governance models.
2. Examining IT operating plans and sourcing strategies, including discussions of outsourcing, offshoring, and the outsourcing lifecycle.
3. Important considerations for commencing relationships with IT vendors, including vendor selection, contracts, and financial stability.
The document discusses analyzing the business case for IT systems projects. It explains that the systems planning phase involves reviewing proposals to determine if they present a strong business case. Analysts must consider the company's mission, objectives and IT needs. The process starts with a systems request and preliminary investigation to evaluate feasibility, fact finding, and reporting to management. Setting project priorities involves rejecting infeasible requests and prioritizing remaining items based on greatest benefit, lowest cost and shortest timeline.
The document provides an overview of tools and templates in the IT Strategy Toolbox to help IT managers develop a basic IT strategy. The toolbox can be used to [1] align business and IT goals, [2] build application and infrastructure roadmaps, [3] establish direction for the IT organization, and [4] create an IT investment roadmap. Developing an initial IT strategy using these tools allows an IT department to understand priorities, cope with competing demands, and plan strategic investments that support business objectives.
High-performing organizations achieve results by utilizing portfolio management to select the right projects at the right time with the right resources based on a data-driven selection methodology. Portfolio management adds value to an organization’s bottom line by optimizing the organization’s capacity and capabilities to meet the demands of an ever changing market and technology trends. It does this by providing insight and global visibility of the organizations approved set of strategic criteria against a backdrop of organizational constraints. This presentation provides a few of the value creation processes that implementing a best in class portfolio management solution can provide to your organization.
To learn more: http://developingaculturethatworks.com/
1) The document describes a case study of creating an IT strategy for an organization. The initial state of IT was unfocused and under-delivering without an overall strategy or project management.
2) By building trust through delivering projects and gaining business input, a new IT strategy was created that focused IT on business priorities. This resulted in a 3,000% increase in profits while reducing IT costs by 60%.
3) Key lessons included the importance of collaboration, an iterative process, and changing IT KPIs and organization to align with and support the new business-focused strategy.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Strategic Operating Review July 12, 2011 with Benoit LongKBIZEAU
The document discusses guidance provided to CIOs regarding the Strategic and Operating Review (SOR). Key points include:
- Departments will be motivated to find IT efficiencies through rationalizing programs, better leveraging investments, and identifying cost savings.
- When considering IT cost savings, departments should focus on areas like desktops, printers, and back office applications, but not networks, data centers, or email which may be addressed at an enterprise level.
- Departments should consult with central agencies before making major IT decisions or sign long contracts to ensure alignment with government-wide direction.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
Chapter Twenty-Four Information Technology Portfolio Management.docxchristinemaritza
Chapter Twenty-Four: Information Technology Portfolio Management
Louis Carr, Jr.
OVERVIEW
One of the most common dilemmas of information technology management is properly and adequately measuring the value of IT for an organization. In years past, many IT departments were considered cost centers. That is to say, many in management believed that funding IT was a necessary expense that had some operational (and nonstrategic) benefit. Many managers believed IT was similar to a utility—for example, water or electrical service: It was necessary but did not really offer any strategic value.
Today, most would agree that a certain portion of an IT department's service catalog is operational, but there is a portion of the department that must be strategic and align itself with the business objectives and strategies of the organization. At the highest level, IT governance is the broad discipline and framework that can help integrate business decisions and strategy with IT decisions and strategy. One of the concepts supporting IT governance is IT portfolio management.
Most technology managers and directors would define IT portfolio management as "the management of IT projects where all IT project resources, funding and tasks are managed in a prioritized, systematic manner across the enterprise." Although portfolio management of software applications can be construed as IT portfolio management, it is more common for IT projects to be the object of portfolio management. It is more common because IT projects can include more than just software application projects. IT projects include hardware projects such as server upgrades, telephone/VoIP (Voice over Internet Protocol) initiatives, and so on—not just software applications.
WHY IS IT PORTFOLIO MANAGEMENT NECESSARY?
IT departments receive requests for projects and services daily. Unless an IT department has unlimited resources and unlimited budget, choices have to be made as to which projects will be placed on hold or in a queue and which projects will be implemented right away. If an organization is facing challenges, such as having limited IT resources that need to be managed, wanting to ensure IT's alignment with business priorities, or wanting to maximize the IT investment, IT portfolio management is one methodology that will pay tremendous dividends when implemented properly. One function of IT portfolio management is to establish an objective method for scoring or rating projects. From this scoring process, a priority can be established that will help the CIO better understand which projects should be implemented and which should be placed in the queue.
IT portfolio management is necessary because IT departments have limited resources that need to be managed. In most IT organizations, those resources are in high demand; establishing which IT project will receive which services is key to delivering services to customers in a consistent and timely manner. For example, a database administrator may be ...
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
The document discusses Strategic Forty2's IT strategic planning process called the Strategic Forty2. The process uses industry-leading tools to understand business objectives, assess current IT assets, and plan projects to strengthen technologies and fill gaps. It breaks the process into 5 key aspects: business-IT alignment, application direction, technical infrastructure development, IT organization direction, and an IT strategic investment and value roadmap. Each aspect uses supporting tools to develop the IT strategy and link projects to business value. The process results in a plan to design systems that address strategic imperatives and ensure IT investment alignment with long-term business needs.
The County of Gwinnett engaged a consultant to develop an IT Strategic Plan to improve technology and reduce costs. The plan identified 8 strategies including e-Government, content management, governance, and collaboration. It proposed 56 tactical actions over 2 years with estimated costs of $775,000-$2,450,000 initially and $75,000-$240,000 annually. The plan aims to enhance services and internal processes through improved IT.
With the rapid evolution of Information Technology (IT) applications, and practices across the organization, appropriate IT Governance (ITG) has become essential to an organization’s success. The use of IT has become pervasive in every facet of the organisations’ endeavours in supporting and evolving each aspect of the business. As IT is associated with risk and value opportunities, a comprehensive, high-level system is required in each organization to minimise the associated risks and optimize value. The fact that the IT value to be achieved due to effective IT governance is related to efficient and cost effective IT delivery, innovation and business impact. This presentation highlights the Critical Success Factors (CSFs) needed for the successful and effective implementation of ITG.
CHAPTER EIGHT
Strategic Alignment
Tim Campos
IN TODAY’S BUSINESS, CIOs have tremendous opportunity to have a major strategic influence on their businesses. This opportunity arises from the rapid adoption of information technology over the past three decades across nearly every aspect of business. When a company wants to merge with another organization, the IT organization is one of the first corporate departments to be involved. When a new plant or facility is opened, the IT organization must be involved to help connect it to the rest of the company’s systems. Even when a company reaches into a new line of business, the IT organization is involved to help set up the information systems to support the new business.
This opportunity, however, can also be the CIO’s greatest liability if the organization’s focus is diluted. IT has been adopted in nearly every business process, even those that are not very strategic. Nearly all employees at companies have e-mail accounts, and every corporation has a web site, regardless of whether it delivers products or services through that web site. Because all of these technology operations must function in order for the business to operate, CIOs must divide their focus and resources across the entire company.
This breadth of demand creates tremendous challenges for IT organizations. It is not good enough simply to focus on those portions of the business that are strategic, to the detriment of everything else. Although this might work in the short run, over time the neglected business functions become a drain on the success of the business. (This is one of the reasons so many firms reimplement enterprise systems.) Moreover, what is “strategic” depends on whom one asks. A customer portal may not be that important to manufacturing, but it is critical to the strategy of the service organization. The resources allocated to the IT department are finite, yet the demands on the IT organization can at times appear infinite. It is this challenge that separates the mediocre from the exceptional IT organization. The secret to addressing this challenge is to strategically align your organization to the business.
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To explain how this is done, let me break the operations of the IT organization down into four basic functions. Two are delivery functions: support delivery and project delivery. The other two are management activities: value attainment and strategic alignment. All activities of the IT organization can be categorized into one of these four functions, although, as we will see later, these functions are typically spread out across multiple teams, which is the source of much of the misalignment IT organizations face (see Figure 8.1).
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it. Strategic alignment is achieved.
The document discusses the importance of planning for business/IT strategies and change management. It provides examples of companies' planning processes, including using ROI calculations and aligning IT projects with business objectives. Effective planning involves evaluating internal/external environments, building shared visions and goals, and determining actions. Implementation requires managing changes to processes, structures and jobs. Change management tactics like user involvement and communication can reduce resistance and increase acceptance of changes.
Gail Gillis has over 27 years of experience in technology disciplines including project management, strategic planning, risk management, and compliance. She is currently the Technology Risk Management and Disaster Recovery Planning leader at Canada Mortgage and Housing Corporation, where she is responsible for assessing technology risks and ensuring legislative compliance. Previously she held roles in project management, portfolio management, and was acting manager for the IT Strategy team. She has proven experience managing complex projects with large budgets and teams.
This document discusses trends in change management for IT transformation projects. It covers objectives of IT transformations like increasing ROI and optimizing costs. The stages of the transformation cycle are presented, including reducing costs, charging back IT costs, and managing change. Frameworks for change management and assessing readiness for change are also summarized. The document concludes with best practices for change management from companies like Accenture and Wipro.
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
This document summarizes key points from a presentation on IT governance and trends in government. It discusses how IT governance can support business objectives through principles, processes, relationships and decisions defined in a governance framework. It also examines how compliance requirements can be integrated into governance to balance predictability with agility. Emerging trends like socialization, the information continuum, and the convergence of IT, OT and CT are shaping new approaches to government IT strategies and operations.
This document discusses how businesses often approach major IT initiatives in a way that is not business-focused or tied to clear business objectives. It outlines common concerns executives have with IT spending, such as unclear returns on investment and projects not delivering expected results. The document proposes that businesses need an objective, performance-based methodology for developing an IT strategy, making investment decisions, and executing initiatives in a way that relates directly to organizational metrics. It describes resources available to help businesses quickly develop a business-focused approach to critical IT issues.
Examine how nature is discussed throughout The Open Boat.” Loo.docxcravennichole326
Examine how nature is discussed throughout “The Open Boat.” Look at the literary critical piece by Anthony Channell Hilfer. Once you have established your own ideas, consider how Hilfer discusses nature in the short story and analyze the following questions: What does nature mean to the men aboard the boat? or Do their perceptions of nature shift throughout the story? Why or why not?
Do their perceptions of nature shift throughout the story? Why or why not?
Write down a loose response about what I think of the question and what I remember of the story.
ICE method.
I introduce the citation
C the citation itself
E explain its meaning to your argument.
The scenes shift with no discernable rhyme or reason. Crane invites every reader in. Critic Anthony Channell Hilfer disagrees with point, saying, “Crane’s image is an accusation of the putative picturesque spectators” (Hilfer 254). Hilfer’s challenge goes against what Crane is trying to do, by making nature a copilot through the reading.
3. Nature as Protagonist in “The Open Boat”
Anthony Channell Hilfer
Texas Studies in Literature and Language, Volume 54, Number 2, Summer
2012, pp. 248-257 (Article)
Published by University of Texas Press
DOI:
For additional information about this article
[ Access provided at 9 Apr 2020 17:36 GMT from Marymount University & (Viva) ]
https://doi.org/10.1353/tsl.2012.0012
https://muse.jhu.edu/article/476402
https://doi.org/10.1353/tsl.2012.0012
https://muse.jhu.edu/article/476402
Anthony Channell Hilfer248
3. Nature as Protagonist in “The Open Boat”
The bottom of the sea is cruel.
—Hart Crane, “Voyages”
As many critics have argued, questions of perspective and epistemology are
central to Stephen Crane’s “The Open Boat” (Kent; Hutchinson). The story’s
first sentence famously clues us to this: “None of them knew the color of
the sky” (68). But behind the uncertainties of perspective is a determinable
ontology, a presence, or rather, I shall argue, a sort of presence, the existence
of which implies a rectified aesthetic response. This response emerges, how-
ever, from negations, denials, and occultations: what is not seen, who is not
there, and what does not happen.3 Here again, when we look at nature we
behold things that are not there and miss “the nothing that is.”
Fully as much as Stevens in “The Snow Man,” Crane is concerned
with certain conventions of representation: personification, the pictur-
esque, the American sublime, and the melodramatic, which although it
does not inform “The Snow Man” is played on in Stevens’s “The Ameri-
can Sublime.” Crane’s story is intertextual with nature poetry, sentimental
poetry, hymns, and landscape art, as well as with Darwinism, theological
clichés, and, less obviously, theological actualities. For the most part these
conventions add up to what the Stevens poem declares is “not there.” To
get to “the nothing that is” we must first traverse this ocean of error. Doing
so helps keep our p.
Examine All Children Can Learn. Then, search the web for effec.docxcravennichole326
Examine
"All Children Can Learn"
. Then, search the web for effective, evidence-based differentiated strategies that are engaging, motivating, and address the needs of individual learners.
First, provide five evidence-based strategies:
Two instructional strategies (i.e., graphic organizers),
Two instructional tools (e.g., technology tool, device or iPad App, Web Quests, etc.),
One activity (e.g., Think-Pair-Share).
Second, for the two instructional strategies you listed explain how you can alter each to address the classroom needs you designed in Weeks One and Two and how the modification is relevant to the theory of differentiation.
.
More Related Content
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Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Strategic Operating Review July 12, 2011 with Benoit LongKBIZEAU
The document discusses guidance provided to CIOs regarding the Strategic and Operating Review (SOR). Key points include:
- Departments will be motivated to find IT efficiencies through rationalizing programs, better leveraging investments, and identifying cost savings.
- When considering IT cost savings, departments should focus on areas like desktops, printers, and back office applications, but not networks, data centers, or email which may be addressed at an enterprise level.
- Departments should consult with central agencies before making major IT decisions or sign long contracts to ensure alignment with government-wide direction.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
Chapter Twenty-Four Information Technology Portfolio Management.docxchristinemaritza
Chapter Twenty-Four: Information Technology Portfolio Management
Louis Carr, Jr.
OVERVIEW
One of the most common dilemmas of information technology management is properly and adequately measuring the value of IT for an organization. In years past, many IT departments were considered cost centers. That is to say, many in management believed that funding IT was a necessary expense that had some operational (and nonstrategic) benefit. Many managers believed IT was similar to a utility—for example, water or electrical service: It was necessary but did not really offer any strategic value.
Today, most would agree that a certain portion of an IT department's service catalog is operational, but there is a portion of the department that must be strategic and align itself with the business objectives and strategies of the organization. At the highest level, IT governance is the broad discipline and framework that can help integrate business decisions and strategy with IT decisions and strategy. One of the concepts supporting IT governance is IT portfolio management.
Most technology managers and directors would define IT portfolio management as "the management of IT projects where all IT project resources, funding and tasks are managed in a prioritized, systematic manner across the enterprise." Although portfolio management of software applications can be construed as IT portfolio management, it is more common for IT projects to be the object of portfolio management. It is more common because IT projects can include more than just software application projects. IT projects include hardware projects such as server upgrades, telephone/VoIP (Voice over Internet Protocol) initiatives, and so on—not just software applications.
WHY IS IT PORTFOLIO MANAGEMENT NECESSARY?
IT departments receive requests for projects and services daily. Unless an IT department has unlimited resources and unlimited budget, choices have to be made as to which projects will be placed on hold or in a queue and which projects will be implemented right away. If an organization is facing challenges, such as having limited IT resources that need to be managed, wanting to ensure IT's alignment with business priorities, or wanting to maximize the IT investment, IT portfolio management is one methodology that will pay tremendous dividends when implemented properly. One function of IT portfolio management is to establish an objective method for scoring or rating projects. From this scoring process, a priority can be established that will help the CIO better understand which projects should be implemented and which should be placed in the queue.
IT portfolio management is necessary because IT departments have limited resources that need to be managed. In most IT organizations, those resources are in high demand; establishing which IT project will receive which services is key to delivering services to customers in a consistent and timely manner. For example, a database administrator may be ...
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
The document discusses Strategic Forty2's IT strategic planning process called the Strategic Forty2. The process uses industry-leading tools to understand business objectives, assess current IT assets, and plan projects to strengthen technologies and fill gaps. It breaks the process into 5 key aspects: business-IT alignment, application direction, technical infrastructure development, IT organization direction, and an IT strategic investment and value roadmap. Each aspect uses supporting tools to develop the IT strategy and link projects to business value. The process results in a plan to design systems that address strategic imperatives and ensure IT investment alignment with long-term business needs.
The County of Gwinnett engaged a consultant to develop an IT Strategic Plan to improve technology and reduce costs. The plan identified 8 strategies including e-Government, content management, governance, and collaboration. It proposed 56 tactical actions over 2 years with estimated costs of $775,000-$2,450,000 initially and $75,000-$240,000 annually. The plan aims to enhance services and internal processes through improved IT.
With the rapid evolution of Information Technology (IT) applications, and practices across the organization, appropriate IT Governance (ITG) has become essential to an organization’s success. The use of IT has become pervasive in every facet of the organisations’ endeavours in supporting and evolving each aspect of the business. As IT is associated with risk and value opportunities, a comprehensive, high-level system is required in each organization to minimise the associated risks and optimize value. The fact that the IT value to be achieved due to effective IT governance is related to efficient and cost effective IT delivery, innovation and business impact. This presentation highlights the Critical Success Factors (CSFs) needed for the successful and effective implementation of ITG.
CHAPTER EIGHT
Strategic Alignment
Tim Campos
IN TODAY’S BUSINESS, CIOs have tremendous opportunity to have a major strategic influence on their businesses. This opportunity arises from the rapid adoption of information technology over the past three decades across nearly every aspect of business. When a company wants to merge with another organization, the IT organization is one of the first corporate departments to be involved. When a new plant or facility is opened, the IT organization must be involved to help connect it to the rest of the company’s systems. Even when a company reaches into a new line of business, the IT organization is involved to help set up the information systems to support the new business.
This opportunity, however, can also be the CIO’s greatest liability if the organization’s focus is diluted. IT has been adopted in nearly every business process, even those that are not very strategic. Nearly all employees at companies have e-mail accounts, and every corporation has a web site, regardless of whether it delivers products or services through that web site. Because all of these technology operations must function in order for the business to operate, CIOs must divide their focus and resources across the entire company.
This breadth of demand creates tremendous challenges for IT organizations. It is not good enough simply to focus on those portions of the business that are strategic, to the detriment of everything else. Although this might work in the short run, over time the neglected business functions become a drain on the success of the business. (This is one of the reasons so many firms reimplement enterprise systems.) Moreover, what is “strategic” depends on whom one asks. A customer portal may not be that important to manufacturing, but it is critical to the strategy of the service organization. The resources allocated to the IT department are finite, yet the demands on the IT organization can at times appear infinite. It is this challenge that separates the mediocre from the exceptional IT organization. The secret to addressing this challenge is to strategically align your organization to the business.
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To explain how this is done, let me break the operations of the IT organization down into four basic functions. Two are delivery functions: support delivery and project delivery. The other two are management activities: value attainment and strategic alignment. All activities of the IT organization can be categorized into one of these four functions, although, as we will see later, these functions are typically spread out across multiple teams, which is the source of much of the misalignment IT organizations face (see Figure 8.1).
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it. Strategic alignment is achieved.
The document discusses the importance of planning for business/IT strategies and change management. It provides examples of companies' planning processes, including using ROI calculations and aligning IT projects with business objectives. Effective planning involves evaluating internal/external environments, building shared visions and goals, and determining actions. Implementation requires managing changes to processes, structures and jobs. Change management tactics like user involvement and communication can reduce resistance and increase acceptance of changes.
Gail Gillis has over 27 years of experience in technology disciplines including project management, strategic planning, risk management, and compliance. She is currently the Technology Risk Management and Disaster Recovery Planning leader at Canada Mortgage and Housing Corporation, where she is responsible for assessing technology risks and ensuring legislative compliance. Previously she held roles in project management, portfolio management, and was acting manager for the IT Strategy team. She has proven experience managing complex projects with large budgets and teams.
This document discusses trends in change management for IT transformation projects. It covers objectives of IT transformations like increasing ROI and optimizing costs. The stages of the transformation cycle are presented, including reducing costs, charging back IT costs, and managing change. Frameworks for change management and assessing readiness for change are also summarized. The document concludes with best practices for change management from companies like Accenture and Wipro.
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
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This document discusses how businesses often approach major IT initiatives in a way that is not business-focused or tied to clear business objectives. It outlines common concerns executives have with IT spending, such as unclear returns on investment and projects not delivering expected results. The document proposes that businesses need an objective, performance-based methodology for developing an IT strategy, making investment decisions, and executing initiatives in a way that relates directly to organizational metrics. It describes resources available to help businesses quickly develop a business-focused approach to critical IT issues.
Similar to Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx (20)
Examine how nature is discussed throughout The Open Boat.” Loo.docxcravennichole326
Examine how nature is discussed throughout “The Open Boat.” Look at the literary critical piece by Anthony Channell Hilfer. Once you have established your own ideas, consider how Hilfer discusses nature in the short story and analyze the following questions: What does nature mean to the men aboard the boat? or Do their perceptions of nature shift throughout the story? Why or why not?
Do their perceptions of nature shift throughout the story? Why or why not?
Write down a loose response about what I think of the question and what I remember of the story.
ICE method.
I introduce the citation
C the citation itself
E explain its meaning to your argument.
The scenes shift with no discernable rhyme or reason. Crane invites every reader in. Critic Anthony Channell Hilfer disagrees with point, saying, “Crane’s image is an accusation of the putative picturesque spectators” (Hilfer 254). Hilfer’s challenge goes against what Crane is trying to do, by making nature a copilot through the reading.
3. Nature as Protagonist in “The Open Boat”
Anthony Channell Hilfer
Texas Studies in Literature and Language, Volume 54, Number 2, Summer
2012, pp. 248-257 (Article)
Published by University of Texas Press
DOI:
For additional information about this article
[ Access provided at 9 Apr 2020 17:36 GMT from Marymount University & (Viva) ]
https://doi.org/10.1353/tsl.2012.0012
https://muse.jhu.edu/article/476402
https://doi.org/10.1353/tsl.2012.0012
https://muse.jhu.edu/article/476402
Anthony Channell Hilfer248
3. Nature as Protagonist in “The Open Boat”
The bottom of the sea is cruel.
—Hart Crane, “Voyages”
As many critics have argued, questions of perspective and epistemology are
central to Stephen Crane’s “The Open Boat” (Kent; Hutchinson). The story’s
first sentence famously clues us to this: “None of them knew the color of
the sky” (68). But behind the uncertainties of perspective is a determinable
ontology, a presence, or rather, I shall argue, a sort of presence, the existence
of which implies a rectified aesthetic response. This response emerges, how-
ever, from negations, denials, and occultations: what is not seen, who is not
there, and what does not happen.3 Here again, when we look at nature we
behold things that are not there and miss “the nothing that is.”
Fully as much as Stevens in “The Snow Man,” Crane is concerned
with certain conventions of representation: personification, the pictur-
esque, the American sublime, and the melodramatic, which although it
does not inform “The Snow Man” is played on in Stevens’s “The Ameri-
can Sublime.” Crane’s story is intertextual with nature poetry, sentimental
poetry, hymns, and landscape art, as well as with Darwinism, theological
clichés, and, less obviously, theological actualities. For the most part these
conventions add up to what the Stevens poem declares is “not there.” To
get to “the nothing that is” we must first traverse this ocean of error. Doing
so helps keep our p.
Examine All Children Can Learn. Then, search the web for effec.docxcravennichole326
Examine
"All Children Can Learn"
. Then, search the web for effective, evidence-based differentiated strategies that are engaging, motivating, and address the needs of individual learners.
First, provide five evidence-based strategies:
Two instructional strategies (i.e., graphic organizers),
Two instructional tools (e.g., technology tool, device or iPad App, Web Quests, etc.),
One activity (e.g., Think-Pair-Share).
Second, for the two instructional strategies you listed explain how you can alter each to address the classroom needs you designed in Weeks One and Two and how the modification is relevant to the theory of differentiation.
.
Examine each of these items, which are available on the internet .docxcravennichole326
Examine each of these items, which are available on the internet:
1) for music, listen to the first movement of J.S. Bach's MAGNIFICAT; this is the High Baroque era. If you can find a performance with Sir John Eliot Gardiner and his Monteverdi Choir and the English Baroque soloists, go for it.
2) For art, find Giovanni Bellini's ST. FRANCIS IN THE DESERT; you might want to read up on the background of this wonderful painting. Not only St. Francis, but what else do you notice i the painting?
3) For architecture, look at the church at Melk Abbey, Austria; BE SURE to look at the interior shots. Again,
this is high Baroque--but in post-Reformation Catholicism, it had a political aim, too; can you figure it out?
After you have analyzed these, telling what you think the artists/musicians valued and were trying to express, tell me what
YOU think about them! Remember, if you read up on these items, LIST THE WORKS YOU CONSULTED! That way, you avoid plagiarism.
write a 1-page paper on each of these three, telling 1) where they found this value, 2) why it was important “back then,” and 3) is it still around today.
.
Examine a web browser interface and describe the various forms .docxcravennichole326
Examine a web browser interface and describe the various forms of analogy and composite interface metaphors that have been used in its design. What familiar knowledge has been combined with new functionality? need a couple of paragraphs.. and one reference
need this in the next 4 hours..
.
Examine a scenario that includes an inter-group conflict. In this sc.docxcravennichole326
Examine a scenario that includes an inter-group conflict. In this scenario, you are recognized as an authority in cross-cultural psychology and asked to serve as a consultant to help resolve the conflict. You will be asked to write up your recommendations in a 6-page paper not including your title and reference page.
Darley, J.M. & Latané, B. (1968). Bystander interview in emergencies: Diffusion of responsibility.
Journal of Personality and Social Psychology, 8
(4), 377-383.
Scenario: Culture, Psychology, and Community
Imagine an international organization has approached you to help resolve an inter-group conflict. You are an authority in cross-cultural psychology and have been asked to serve as a consultant based on a recent violent conflict involving a refugee community in your town and a local community organization. In the days, weeks, and months leading up to the violent conflict, there were incidents of discrimination and debates regarding the different views and practices people held about work, family, schools, and religious practice. Among the controversies has been the role of women’s participation in political, educational, and community groups
.
Part 1: Developing an Understanding
(2 pages)
Based on the scenario, explain how you can help integrate the two diverse communities so that there is increased understanding and appreciation of each group by the other group. (
Note
: Make sure to include in your explanation the different views and practices of cultural groups as well as the role of women.)
Based on your knowledge of culture and psychology, provide three possible suggestions/solutions that will help the community as a whole. In your suggestions make sure to include an explanation regarding group think and individualism vs. collectivism.
Part 2: Socio-Emotional, Cognitive, and Behavioral Aspects
(2 pages)
Based on your explanations in Part 1, how do your suggestions/solutions impact the socio-emotional, cognitive, and behavior aspects of the scenario and why?
Part 3: Gender, Cultural Values and Dimensions, and Group Dynamics
(2 pages)
Explain the impact of gender, cultural values and dimensions, and group dynamics in the scenario.
Further explain any implications that may arise from when working between and within groups.
Support your Assignment by citing all resources in APA style, including those in the Learning Resources.
.
Examine a current law, or a bill proposing a law, that has to do wit.docxcravennichole326
Examine a current law, or a bill proposing a law, that has to do with technology and criminal activity. The law can be at the state or federal level. Identify the law or bill, where it comes from, and its purpose or intent. Next, identify positive outcomes if the law is successful. Finally, identify at least two unintended consequences that the law could bring about. . . DUE 4/18, 2021
.
Exam IT 505Multiple Choice (20 questions , 2 points each)Pleas.docxcravennichole326
Exam IT 505
Multiple Choice (20 questions , 2 points each)
Please Submit a word document of your exam. Please DO NOT repeat the questions. Only submit your answers for example 1.A, 2. B……Ect
1. Which of the following is NOT one of the typical characteristics of back-end networks?
A. high data rate B. high-speed interface
C. distributed access D. extended distance
2. Problems with using a single Local Area Network (LAN) to interconnect devices
on a premise include:
A. insufficient reliability, limited capacity, and inappropriate network
interconnection devices
B. insufficient reliability, limited capacity, and limited distances
C. insufficient reliability, limited distances, and inappropriate network
interconnection devices
D. limited distances, limited capacity, and inappropriate network
interconnection devices
3. Which of following is NOT one of the designs that determines data rate and
distance?
A. the number of senders B. the number of receivers
C. transmission impairment D. bandwidth
4. The fact that signal strength falls off with distance is called ________________.
A. bandwidth B. attenuation
C. resistance D. propagation
5. Which of the following is NOT one of the distinguishing characteristics for optical
fiber cables compared with twisted pair or coaxial cables?
A. greater capacity B. lower attenuation
C. electromagnetic isolation D. heavier weight
6.________ is a set of function and call programs that allow clients and servers to intercommunicate.
A. IaaS B. SQL C. API D. Middleware
7. A computer that houses information for manipulation by networked clients is a __________.
A. server B. minicomputer C. PaaS D. broker
8. ________ is software that improves connectivity between a client application and a server.
A. SQL B. API C. Middleware D. SAP
9. The inability of frame relay to do hop by hop error control is offset by:
A. its gigabit speeds B. its high overhead
C. the extensive use of in-band signaling D. the increasing reliability of networks
10. All Frame Relay nodes contain which of the following protocols?
A. LAPB B. LAPD
C. LAPF Core D. LAPF Control
11. The technique employed by Frame Relay is called __________.
A. inband signaling B. outband signaling
C. common channel signaling D. open shortest path first routing
12. In ATM, the basic transmission unit is the ________.
A. frame B. cell
C. packet D. segment
13. When using ATM, which of the following is NOT one of the advantages for the
use of virtual paths?
A. less work is needed to set a virtual path
B. the network architecture is simplified
C.
EXAM
Estructura 8.1 - Miniprueba A
Verbos
Complete the chart with the correct verb forms.
infinitivo
seguir
(1) [removed]
yo
(2) [removed]
morí
tú
seguiste
(3) [removed]
nosotras
seguimos
(4) [removed]
ellos
(5) [removed]
murieron
Completar
Fill in the blanks with the correct preterite forms of the verbs in parentheses.
Diego y Javier [removed] (conseguir) un mapa.
Esta mañana usted [removed] (despedirse) de los estudiantes.
Tú [removed] (sentirse) mal ayer.
La semana pasada yo no [removed] (dormir) bien.
Amparo [removed] (preferir) comer en casa.
Oraciones
Write sentences using the information provided. Use the preterite and make any necessary changes.
Modelo
Edgar / preferir / pollo asado
Edgar prefirió el pollo asado.
Álvaro y yo / servir / los entremeses
[removed]
¿quién / repetir / las instrucciones?
[removed]
ayer / yo / despedirse / de / mis sobrinos
[removed]
ustedes / dormirse / a las diez
[removed]
La cena
Fill in the blanks with the preterite form of the appropriate verbs from the list. Four verbs will not be used.
abrir
conseguir
escoger
leer
mirar
pedir
preferir
probar
repetir
sentirse
servir
vestirse
Anoche Jorge, Iván y yo salimos a cenar a Mi Tierra, un restaurante guatemalteco. Nosotros
(1) [removed]
este lugar porque Jorge
(2) [removed]
una reseña (
review
) en Internet que decía (
said
) que la comida es auténtica y muy sabrosa. No es un restaurante elegante; entonces nosotros
(3) [removed]
de bluejeans. De verdad, en Mi Tierra mis amigos y yo
(4) [removed]
como (
like
) en casa. El camarero que nos
(5) [removed]
fue muy amable. Para empezar, Jorge e Iván
(6) [removed]
tamales, pero yo
(7) [removed]
esperar el plato principal: carne de res con arroz y frijoles. Comimos tanto (
so much
) que no
(8) [removed]
nada de postre (
dessert
). ¡Fue una cena deliciosa!
.
Examine current practice guidelines related to suicide screeni.docxcravennichole326
Examine current practice guidelines related to suicide screening and prevention and how they could pertain to John.
Choose two of the following questions to answer as part of your initial post.
What events in John's life created a "downward spiral" into homelessness and hopelessness? Which events were related to social needs, mental health needs, and medical needs, and which could health care have addressed?
What were some of the barriers John faced in accessing medical care and mental health care?
How does homelessness and mental illness intersect? Do you believe homelessness may develop because of a mental health issue, or do you believe those who become homeless eventually sink into psychological despair?
The tipping point for many people who live at the margins of society may be things that could have been managed given the right support. How can your role as an APRN help identify, alleviate, or support those who are in need like John?
In your own experience, have you encountered a homeless individual? What was that like? Do you recall what you were thinking?
Please include at least three scholarly sources within your initial post.
Rubric:
Discussion Question Rubric
Note:
Scholarly resources are defined as evidence-based practice, peer-reviewed journals; textbook (do not rely solely on your textbook as a reference); and National Standard Guidelines. Review assignment instructions, as this will provide any additional requirements that are not specifically listed on the rubric.
Discussion Question Rubric – 100 PointsCriteriaExemplary
Exceeds ExpectationsAdvanced
Meets ExpectationsIntermediate
Needs ImprovementNovice
InadequateTotal PointsQuality of Initial PostProvides clear examples supported by course content and references.
Cites three or more references, using at least one new scholarly resource that was not provided in the course materials.
All instruction requirements noted.
40 points
Components are accurate and thoroughly represented, with explanations and application of knowledge to include evidence-based practice, ethics, theory, and/or role. Synthesizes course content using course materials and scholarly resources to support importantpoints.
Meets all requirements within the discussion instructions.
Cites two references.
35 points
Components are accurate and mostly represented primarily with definitions and summarization. Ideas may be overstated, with minimal contribution to the subject matter. Minimal application to evidence-based practice, theory, or role development. Synthesis of course content is present but missing depth and/or development.
Is missing one component/requirement of the discussion instructions.
Cites one reference, or references do not clearly support content.
Most instruction requirements are noted.
31 points
Absent application to evidence-based practice, theory, or role development. Synthesis of course content is superficial.
Demonstrates incomplete understandin.
Examine Case Study Pakistani Woman with Delusional Thought Processe.docxcravennichole326
Examine Case Study: Pakistani Woman with Delusional Thought Processes.
You will be asked to make three decisions concerning the medication to prescribe to this client. Be sure to consider factors that might impact the client’s pharmacokinetic and pharmacodynamic processes.
At each decision point stop to complete the following:
Decision #1
Which decision did you select?
Why did you select this decision? Support your response with evidence and references to the Learning Resources.
What were you hoping to achieve by making this decision? Support your response with evidence and references to the Learning Resources.
Explain any difference between what you expected to achieve with Decision #1 and the results of the decision. Why were they different?
Decision #2
Why did you select this decision? Support your response with evidence and references to the Learning Resources.
What were you hoping to achieve by making this decision? Support your response with evidence and references to the Learning Resources.
Explain any difference between what you expected to achieve with Decision #2 and the results of the decision. Why were they different?
Decision #3
Why did you select this decision? Support your response with evidence and references to the Learning Resources.
What were you hoping to achieve by making this decision? Support your response with evidence and references to the Learning Resources.
Explain any difference between what you expected to achieve with Decision #3 and the results of the decision. Why were they different?
Also include how ethical considerations might impact your treatment plan and communication with clients.
BACKGROUND
The client is a 34-year-old Pakistani female who moved to the United States in her late teens/early 20s. She is currently in an “arranged” marriage (her husband was selected for her since she was 9 years old). She presents to your office today following a 21 day hospitalization for what was diagnosed as “brief psychotic disorder.” She was given this diagnosis as her symptoms have persisted for less than 1 month.
Prior to admission, she was reporting visions of Allah, and over the course of a week, she believed that she was the prophet Mohammad. She believed that she would deliver the world from sin. Her husband became concerned about her behavior to the point that he was afraid of leaving their 4 children with her. One evening, she was “out of control” which resulted in his calling the police and her subsequent admission to an inpatient psych unit.
During today’s assessment, she appears quite calm, and insists that the entire incident was “blown out of proportion.” She denies that she believed herself to be the prophet Mohammad and states that her husband was just out to get her because he never loved her and wanted an “American wife” instead of her. She tells you that she knows this because the television is telling her so.
She currently weighs .
Examination of Modern LeadershipModule 1 Leadership History, F.docxcravennichole326
Examination of Modern Leadership
Module 1: Leadership: History, Fundamentals, and the Modern Context
Module 1 content establishes the context for the entire course dedicated to the examination of modern and postmodern leadership. The introduction of critical theory and its use in ORG561 provides a framework for investigation. The context of social, economic, political, and technological environments informs an exploration of modern and postmodern leadership approaches. Emphasis on leader self-awareness sets the stage for reflection, introspection, and personal leadership development.
Learning Outcomes
1. Compare and contrast historical leadership concepts against modern and postmodern organization needs.
2. Analyze leadership approaches using a critical framework.
3. Construct a personal leadership biography.
For Your Success & Readings
A key to success in ORG561 is to start early, build, reflect, reinforce, build, reflect, and reinforce.
Begin each week’s study by reading and comprehending the learning outcomes. Learning outcomes are always revealed in assignments, discussions, and lectures. Likewise, learning outcomes are reflected in rubrics, which are used as objective measures for scoring and grading. Establish the learning outcomes as your checklist for success.
In Module 1 criticaltheory is introduced through the readings, lecture, discussion, and Critical Thinking Assignment. The critical approach provides new frameworks on which to research leadership. You may not be familiar with critical inquiry, so seize the opportunity to advance your analytic skills. You are expected to use one or more critical frames in each module of this course. Take the time this week to fully understand the reasoning and context of critical theory.
Studying the history of leadership requires reading publications from earlier eras. Notice that some of the required and recommended readings for Module 1 are not current publications, but these contribute to understanding the earlier periods of organization and leadership study.
Postmodern leadership literature expounds on the notion that self-awareness is a critical component required to lead. In ORG561, the thread of self-examination is woven throughout the course. You will have opportunities to move beyond reflection to develop a better understanding of personal assumptions and biases, skills and competencies, and professional development plans, all related to leadership. Embrace the opportunity!
Required
· Introduction and Chapters 1 & 2 in Leadership: A Critical Text
· Axley, S. R. (1990). The practical qualities of effective leaders. Industrial Management, 32(5), 29-31.
· Brocato, B., Jelen, J., Schmidt, T., & Gold, S. (2011). Leadership conceptual ambiguities.Journal of Leadership Studies, 5(1), 35-50. doi:10.1002/jls.20203
· Gandolfi, F., & Stone, S. (2016). Clarifying leadership: High-impact leaders in a time of leadership crisis. Revista De Management Comparat International, 17(3), 212-224.
· Blom, M. .
Examine current international OB issues that challenge organizat.docxcravennichole326
Examine current international OB issues that challenge organizational leaders to resolve critical issues involving cross-cultural communication, negotiation, leadership, motivation, decision-making, among others.
(1) identify the key organizational behavior issues facing management,
(2) what impact the international environment has on these issues,
(3) strategies management should use to overcome these issues,
(4) how these strategies will impact the overall organizational operations, and
(5) identify the potential costs and risks to the organizations of implementing the newly developed strategies.
Offer a set of recommendations, which must be derived from both data and theory. Teams must include aspects of global leadership, global motivation and global team-management in their work.
APA format, Times New Roman (12), 20-25 pages, No plagiarism.
.
Executive Program Practical Connection Assignment .docxcravennichole326
Executive Program Practical Connection Assignment
Component Proficient (15 to 20 points) Competent (8 to 14 points) Novice (1 to 7 points) Score
Assignment
Requirements
Student completed all required
portions of the assignment
Completed portions of the
assignment
Did not complete the required
assignment.
Writing Skills,
Grammar, and APA
Formatting
Assignment strongly demonstrates
graduate-level proficiency in
organization, grammar, and style.
Assignment is well written, and ideas
are well developed and explained.
Demonstrates strong writing skills.
Student paid close attention to spelling
and punctuation. Sentences and
paragraphs are grammatically correct.
Proper use of APA formatting. Properly
and explicitly cited outside resources.
Reference list matches citations.
Assignment demonstrates graduate-
level proficiency in organization,
grammar, and style.
Assignment is effectively
communicated, but some sections
lacking clarity. Student paid some
attention to spelling and
punctuation, but there are errors
within the writing. Needs attention
to proper writing skills.
Use of APA formatting and citations
of outside resources, but has a few
instances in which proper citations
are missing.
Assignment does not demonstrate
graduate-level proficiency in
organization, grammar, and style.
Assignment is poorly written and
confusing. Ideas are not
communicated effectively. Student
paid no attention to spelling and
punctuation. Demonstrates poor
writing skills.
The assignment lacks the use of APA
formatting and does not provide
proper citations or includes no
citations.
Maintains
purpose/focus
Submission is well organized and has a
tight and cohesive focus that is
integrated throughout the document
Submissions has an organizational
structure and the focus is clear
throughout.
Submission lacks focus or contains
major drifts in focus
Understanding of
Course Content
Student demonstrates understand of
course content and knowledge.
Student demonstrates some
understanding of course content
and knowledge.
Student does not demonstrate
understanding of course content and
knowledge.
Work Environment
Application
Student strongly demonstrates the
practical application, or ability to apply,
of course objectives within a work
environment.
Student demonstrates some
practical application, or ability to
apply, of course objectives within a
work environment.
Student does not demonstrate the
practical application, or ability to
apply, of course objectives within a
work environment.
Executive Program Practical Connection Assignment
At UC, it is a priority that students are provided with strong educational programs and courses that
allow them to be servant-leaders in their disciplines and communities, linking research with practice and
kn.
Executive Program Practical Connection Assignment Component .docxcravennichole326
Executive Program Practical Connection Assignment
Component
Proficient (15 to 20 points)
Competent (8 to 14 points)
Novice (1 to 7 points)
Score
Assignment Requirements
Student completed all required portions of the assignment
Completed portions of the assignment
Did not complete the required assignment.
Writing Skills, Grammar, and APA Formatting
Assignment strongly demonstrates graduate-level proficiency in organization, grammar, and style.
Assignment is well written, and ideas are well developed and explained. Demonstrates strong writing skills. Student paid close attention to spelling and punctuation. Sentences and paragraphs are grammatically correct.
Proper use of APA formatting. Properly and explicitly cited outside resources. Reference list matches citations.
Assignment demonstrates graduate-level proficiency in organization, grammar, and style.
Assignment is effectively communicated, but some sections lacking clarity. Student paid some attention to spelling and punctuation, but there are errors within the writing. Needs attention to proper writing skills.
Use of APA formatting and citations of outside resources, but has a few instances in which proper citations are missing.
Assignment does not demonstrate graduate-level proficiency in organization, grammar, and style.
Assignment is poorly written and confusing. Ideas are not communicated effectively. Student paid no attention to spelling and punctuation. Demonstrates poor writing skills.
The assignment lacks the use of APA formatting and does not provide proper citations or includes no citations.
Maintains purpose/focus
Submission is well organized and has a tight and cohesive focus that is integrated throughout the document
Submissions has an organizational structure and the focus is clear throughout.
Submission lacks focus or contains major drifts in focus
Understanding of Course Content
Student demonstrates understand of course content and knowledge.
Student demonstrates some understanding of course content and knowledge.
Student does not demonstrate understanding of course content and knowledge.
Work Environment Application
Student strongly demonstrates the practical application, or ability to apply, of course objectives within a work environment.
Student demonstrates some practical application, or ability to apply, of course objectives within a work environment.
Student does not demonstrate the practical application, or ability to apply, of course objectives within a work environment.
.
Executive Program Group Project Assignment Component Profi.docxcravennichole326
Executive Program Group Project Assignment
Component
Proficient (15 to 20 points)
Competent (8 to 14 points)
Novice (1 to 7 points)
Score
Assignment Requirements
Student completed all required portions of the assignment
Completed portions of the assignment
Did not complete the required assignment.
Writing Skills, Grammar, and APA Formatting
Assignment strongly demonstrates graduate-level proficiency in organization, grammar, and style.
Assignment is well written, and ideas are well developed and explained. Demonstrates strong writing skills. Student paid close attention to spelling and punctuation. Sentences and paragraphs are grammatically correct.
Proper use of APA formatting. Properly and explicitly cited outside resources. Reference list matches citations.
Assignment demonstrates graduate-level proficiency in organization, grammar, and style.
Assignment is effectively communicated, but some sections lacking clarity. Student paid some attention to spelling and punctuation, but there are errors within the writing. Needs attention to proper writing skills.
Use of APA formatting and citations of outside resources, but has a few instances in which proper citations are missing.
Assignment does not demonstrate graduate-level proficiency in organization, grammar, and style.
Assignment is poorly written and confusing. Ideas are not communicated effectively. Student paid no attention to spelling and punctuation. Demonstrates poor writing skills.
The assignment lacks the use of APA formatting and does not provide proper citations or includes no citations.
Maintains purpose/focus
Submission is well organized and has a tight and cohesive focus that is integrated throughout the document
Submissions has an organizational structure and the focus is clear throughout.
Submission lacks focus or contains major drifts in focus
Understanding of Course Content
Student demonstrates understand of course content and knowledge.
Student demonstrates some understanding of course content and knowledge.
Student does not demonstrate understanding of course content and knowledge.
Work Environment Application
Student strongly demonstrates the practical application, or ability to apply, of course objectives within a work environment.
Student demonstrates some practical application, or ability to apply, of course objectives within a work environment.
Student does not demonstrate the practical application, or ability to apply, of course objectives within a work environment.
Criteria Excellent Satisfactory Less than Satisfactory Not Completed
Log
Completion
4 points
Food logs are
complete with detailed
food/beverage items
3 points
Food logs are
complete but lack
some detail on
food/beverage items
(3 pts)
2 points
Food logs are
complete are missing
substantial detail on
food/beverage items
0 points
Student did not
complete this
component of the
project.
/ 4
Por.
Executive Practical Connection Activityit is a priority that stu.docxcravennichole326
Executive Practical Connection Activity
it is a priority that students are provided with strong educational programs and courses that allow them to be servant-leaders in their disciplines and communities, linking research with practice and knowledge with ethical decision-making. This assignment is a written assignment where students will demonstrate how this course research has connected and put into practice within their own career.
Assignment:
Provide a reflection of at least 500 words (or 2 pages double spaced) of how the knowledge, skills, or theories of this course have been applied, or could be applied, in a practical manner to your current work environment. If you are not currently working, share times when you have or could observe these theories and knowledge could be applied to an employment opportunity in your field of study.
Requirements:
· Provide a 500 word (or 2 pages double spaced) minimum reflection.
· Use of proper APA formatting and citations. If supporting evidence from outside resources is used those must be properly cited.
· Share a personal connection that identifies specific knowledge and theories from this course.
· Demonstrate a connection to your current work environment. If you are not employed, demonstrate a connection to your desired work environment.
· You should NOT, provide an overview of the assignments assigned in the course. The assignment asks that you reflect how the knowledge and skills obtained through meeting course objectives were applied or could be applied in the workplace.
MY ROLE: BIGDATA/KAFKA ADMIN
Need Plagiarism report for this Assignement.
****Directions
Choose from one of the following tweets and answer the 4 questions, Include at least one scholarly source***** The link is included in each tweet for more information.
1. Identify a healthcare issue within your community and explain the issue to your class colleagues. (You may use the same issue you identified in Week 2, but please expand your responses to address this week's focus).
2. Describe the type of healthcare policy you would advocate for in an effort to change this issue.
3. What type of campaign would you need to launch in order to gather a network of support?
4. Compose a Tweet that describes what you have shared with your class colleagues. Remember, Twitter only allows for 140 characters so you will need to be concise.
1. NR708HealthPol Retweeted
Tara Heagele, PhD, RN, PCCN, EMT@TaraHeagele
#NurseTwitter Hurricane season starts today! Helping Vulnerable People Before Disasters Strike | Campaign for Action https://campaignforaction.org/helping-vulnerable-people-before-disasters-strike/#.XtUB00-UAZ4.twitter …
Helping Vulnerable People Before Disasters Strike | Campaign for Action
Floods, tornadoes, heat waves, blizzards, earthquakes, and hurricanes threaten the health and well-being of millions of people each year
campaignforaction.org
13h
·
·
2. NR708HealthPol Retweeted
Diana Mason@djmasonrn
By @AmyAnderso.
Executive FunctionThe Search for an Integrated AccountMari.docxcravennichole326
Executive Function
The Search for an Integrated Account
Marie T. Banich
Department of Psychology & Neuroscience, and Institute of Cognitive Science, University of Colorado at Boulder;
Department of Psychiatry, University of Colorado Denver
ABSTRACT—In general, executive function can be thought
of as the set of abilities required to effortfully guide be-
havior toward a goal, especially in nonroutine situations.
Psychologists are interested in expanding the under-
standing of executive function because it is thought to be a
key process in intelligent behavior, it is compromised in a
variety of psychiatric and neurological disorders, it varies
across the life span, and it affects performance in compli-
cated environments, such as the cockpits of advanced
aircraft. This article provides a brief introduction to the
concept of executive function and discusses how it is
assessed and the conditions under which it is compromised.
A short overview of the diverse theoretical viewpoints re-
garding its psychological and biological underpinnings is
also provided. The article concludes with a consideration
of how a multilevel approach may provide a more inte-
grated account of executive function than has been previ-
ously available.
KEYWORDS—executive function; frontal lobe; prefrontal
cortex; inhibition; task switching; working memory; atten-
tion; top-down control
Like other psychological constructs, such as memory, executive
function is multidimensional. As such, there exists a variety of
models that provide varying viewpoints as to its basic component
processes. Nonetheless, common across most of them is the idea
that executive function is a process used to effortfully guide
behavior toward a goal, especially in nonroutine situations.
Various functions or abilities are thought to fall under the rubric
of executive function. These include prioritizing and sequencing
behavior, inhibiting familiar or stereotyped behaviors, creating
and maintaining an idea of what task or information is most
relevant for current purposes (often referred to as an attentional
or mental set), providing resistance to information that is dis-
tracting or task irrelevant, switching between task goals, uti-
lizing relevant information in support of decision making,
categorizing or otherwise abstracting common elements across
items, and handling novel information or situations. As can be
seen from this list, the functions that fall under the category of
executive function are indeed wide ranging.
ASSESSING EXECUTIVE FUNCTION
The very nature of executive function makes it difficult to
measure in the clinic or the laboratory; it involves an individual
guiding his or her behavior, especially in novel, unstructured,
and nonroutine situations that require some degree of judgment.
In contrast, standard testing situations are structured—partic-
ipants are explicitly told what the task is, given rules for per-
forming the task, and provide.
Executive Compensation and IncentivesMartin J. ConyonEx.docxcravennichole326
Executive Compensation and Incentives
Martin J. Conyon*
Executive Overview
The objective of a properly designed executive compensation package is to attract, retain, and motivate
CEOs and senior management. The standard economic approach for understanding executive pay is the
principal-agent model. This paper documents the changes in executive pay and incentives in U.S. firms
between 1993 and 2003. We consider reasons for these transformations, including agency theory, changes
in the managerial labor markets, shifts in firm strategy, and theories concerning managerial power. We show that
boards and compensation committees have become more independent over time. In addition, we demonstrate
that compensation committees containing affiliated directors do not set greater pay or fewer incentives.
Introduction
E
xecutive compensation is a complex and con-
troversial subject. For many years, academics,
policymakers, and the media have drawn atten-
tion to the high levels of pay awarded to U.S.
chief executive officers (CEOs), questioning
whether they are consistent with shareholder in-
terests.1 Some academics have further argued that
flaws in CEO pay arrangements and deviations
from shareholders’ interests are widespread and
considerable.2 For example, Lucian Bebchuk and
Jesse Fried provide a lucid account of the mana-
gerial power view and accompanying evidence.3
Marianne Bertrand and Sendhil Mullainathan too
provide an analysis of the ‘skimming view’ of CEO
pay.4 In contrast, John Core et al. present an
economic contracting approach to executive pay
and incentives, assessing whether CEOs receive
inefficient pay without performance.5 In this pa-
per, we show what has happened to CEO pay in
the United States. We do not claim to distinguish
between the contracting and managerial power
views of executive pay. Instead, we document the
pattern of executive pay and incentives in the
United States, investigating whether this pattern
is consistent with economic theory.
The Context: Who Sets Executive Pay?
B
efore examining the empirical evidence pre-
sented in this paper, it is important to consider
the pay-setting process and who sets executive
pay. The standard economic theory of executive
compensation is the principal-agent model.6 The
theory maintains that firms seek to design the most
efficient compensation packages possible in order to
attract, retain, and motivate CEOs, executives, and
managers.7 In the agency model, shareholders set
pay. In practice, however, the compensation com-
mittee of the board determines pay on behalf of
shareholders. A principal (shareholder) designs a
contract and makes an offer to an agent (CEO/
manager). Executive compensation ameliorates a
moral hazard problem (i.e., manager opportunism)
arising from low firm ownership. By using stock
options, restricted stock, and long-term contracts,
shareholders motivate the CEO to maximize firm
value. In other words, shareholders try to design
optimal compensation packages .
Executing the StrategyLearning ObjectivesAfter reading.docxcravennichole326
Executing the Strategy
Learning Objectives
After reading this chapter, you should be able to:
• Distinguish good operational plans from weak ones.
• Detail the value of tracking progress on all operational plans.
• Discuss why emergent strategies occur and how they might affect an organization’s
current strategy.
• Implement the ten basic steps of a generic strategic formulation process.
• Manage, improve, and evaluate an existing strategic management process.
Chapter 9
Neil Webb/Ikon Images/Getty Images
spa81202_09_c09.indd 247 1/16/14 10:08 AM
CHAPTER 9Section 9.1 Managing Operational Plans
Implementing a strategy (see Figure 1.1) in the real world is not a leisurely swim across
a calm pond on a sunny day, but rather like crossing from one bank of a raging river to
the other, encountering hidden eddies, fog, driving rain, lightning, and riptides along the
way. While it is not impossible to reach the other bank (the goal), the task often becomes
one of overcoming obstacles and making constant adjustments without losing sight of the
goal. Implementation is like that. Even the most brilliant strategy is worthless if it cannot
be implemented.
This chapter focuses on strategy execution and its difficulties. Part of the chapter is devoted
to assessing, improving, and managing the strategy formulation process itself.
9.1 Managing Operational Plans
The process for obtaining board approval of operational plans is covered in this chapter.
Exactly what is it that gets approved? An operational plan is a document that specifies the
projects or tasks that must be accomplished to achieve particular operational objectives.
Many of these plans will contain activities that are ongoing. Some will include plans for
enhanced or new services. Details specified in operational plans include the names of those
who will be involved and the indi-
vidual responsible for each one, what
equipment will be needed, when each
will start and end, and the estimated
costs for each activity. Given the level
of detail required, it should come as
no surprise that an operational plan
for a large functional unit, such as the
nursing department in a hospital, can
run to many pages, as there are lots of
activities to be detailed. Operational
plans for small HSOs such as physi-
cian clinics and community health
centers may be just a few pages long
unless new strategic initiatives are to
be undertaken.
It takes contributions from everyone
who will be involved in that HSO’s
operations to create such plans. They
will make sure that continuing cur-
rent operations are included in the plans, which is easily done. What adds a level of com-
plexity and difficulty is incorporating additional tasks demanded by a change in strategy.
Consider the following scenarios, which illustrate the difficulty in creating operational
plans that involve more than simply repeating what was done the previous year:
Javier Larrea/age fotostock/Getty Ima.
Executing Strategies in a Global Environment Examining the Case of .docxcravennichole326
Executing Strategies in a Global Environment: Examining the Case of Federal Express 5-7 pages
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
6. 1. Value drivers enhance the value of a product or service to
consumers, creating value for the company. Advanced IT,
reliability, and brand reputation are examples.
2. Operational (shorter-term factors that impact cash flow and
the cash generation ability through increased efficiency or
growth),
Financial (medium-term factors that minimize the cost of
capital incurred by the company to finance operations), and
Sustainability (long-term survival factors; factors that enable a
business to continue functioning consistently and optimally for
a long time.)
3. Two of the biggest risks and concerns of top management are
(1) failing to align IT to real business needs and, as a result, (2)
failing to deliver value to the business. Reactive IT investments
tend to be patches that rarely align with the business strategy.
4. Work or development outsourced to consulting companies or
vendors that are within the same country is referred to as
onshore sourcing.
5. Answers may vary. IT–business alignment means how closely
an organization’s IT strategy is interwoven with and driving its
overall business strategy. The goal of IT strategic alignment is
to ensure that IS priorities, decisions, and projects are
consistent with the needs of the entire business. Failure to
properly align IT with the organizational strategy can result in
large investments in systems that have a low payoff, or not
investing in systems that potentially have a high payoff.
6. The business and IT strategic plans are evaluated and
adjusted annually to keep pace with rapid changes in the
industry. Because organizational goals change over time, it is
not sufficient to develop a long-term IT strategy and not re-
7. examine the strategy on a regular basis. For this reason, IT
planning is an ongoing process. The IT planning process results
in a formal IT strategy or a reassessment each year or each
quarter of the existing portfolio of IT resources.
7. The steering committee is a team of managers and staff
representing various business units that establish IT priorities
and ensure the IT department is meeting the needs of the
enterprise. The steering committee’s major tasks are:
Set the direction. In linking the corporate strategy with the IT
strategy, planning is the key activity.
Allocate scarce resources. The committee approves the
allocation of resources for and within the information systems
organization. This includes outsourcing policy.
Make staffing decisions. Key IT personnel decisions involve a
consultation-and-approval process made by the committee,
including outsourcing decisions.
Communicate and provide feedback. Information regarding IT
activities should flow freely.
Set and evaluate performance metrics. The committee should
establish performance measures for the IT department and see
that they are met. This includes the initiation of SLAs.
The success of steering committees largely depends on the
establishment of IT governance, formally established statements
that direct the policies regarding IT alignment with
organizational goals and allocation of resources.
8. Figure 12.2 shows the IT strategic planning process. The
entire planning process begins with the creation of a strategic
business plan. The long-range IT plan, sometimes referred to as
the strategic IT plan, is then based on the strategic business
plan. The IT strategic plan starts with the IT vision and
strategy, which defines the future concept of what IT should do
to achieve the goals, objectives, and strategic position of the
firm and how this will be achieved. The overall direction,
8. requirements, and sourcing—either outsourcing or insourcing—
of resources, such as infrastructure, application services, data
services, security services, IT governance, and management
architecture; budget; activities; and timeframes are set for three
to five years into the future. The planning process continues by
addressing lower-level activities with a shorter time frame.
The next level down is a medium-term IT plan, which identifies
general project plans in terms of the specific requirements and
sourcing of resources as well as the project portfolio. The
project portfolio lists major resource projects, including
infrastructure, application services, data services, and security
services that are consistent with the long-range plan. Some
companies may define their portfolio in terms of applications.
The applications portfolio is a list of major, approved
information system projects that are also consistent with the
long-range plan. Expectations for sourcing of resources in the
project or applications portfolio should be driven by the
business strategy. Since some of these projects will take more
than a year to complete, and others will not start in the current
year, this plan extends over several years.
The third level is a tactical plan, which details budgets and
schedules for current-year projects and activities. In reality,
because of the rapid pace of change in technology and the
environment, short-term plans may include major items not
anticipated in the other plans.
The planning process just described is currently practiced by
many organizations. Specifics of the IT planning process, of
course, vary among organizations. For example, not all
organizations have a high-level IT steering committee. Project
priorities may be determined by the IT director, by his or her
superior, by company politics, or even on a first-come, first-
served basis.
The deliverables from the IT planning process should include
12. influence. Rather than being narrow technologists, CIOs must
be both business and technology savvy.
Understanding IT and corporate planning. A prerequisite for
effective IT–business alignment for the CIO is to understand
business planning and for the CEO and business planners to
understand their company's IT planning.
Shared culture and good communication. The CIO must
understand and buy into the corporate culture so that IS
planning does not occur in isolation. Frequent, open, and
effective communication is essential to ensure a shared culture
and keep everyone aware of planning activities and business
dynamics.
Multi-level links. Links between business and IT plans should
be made at the strategic, tactical, and operational levels.
2. According to PwC’s 5th annual Digital IQ global survey,
compared to less collaborative companies, strong collaborators:
Achieve better results. They are four times more likely to be top
performers than those with less collaborative teams. IT
initiatives are more likely to be on time, on budget, and within
project scope.
Adapt quickly. They adapt quickly to market changes to
maintain an advantage over competitors.
Think together. IT and business leaders share the same
understanding of the corporate strategy and the costs needed to
implement the strategic road map. They view their CEO as a
champion of IT and understand IT risks that may impact the
business.
Act together. They have explicit processes in place to link the
IT road map to the corporate strategy. They invest more
aggressively in social, mobile, cloud, and analytics and map IT
to strategic initiatives like new product and service
development and market share growth.
More aligned on strategy. In a majority of strong collaborators
(82 percent), the CEO is a champion of IT and actively involves
IT in the strategic and operational plans, compared with 54
13. percent for less collaborative companies.
In addition, strong relationships support more frequent and
frank conversations about problems and collaborative problem
solving. Too many IT projects fail because foundational issues
are not dealt with candidly and fast enough. The Digital IQ
study clearly shows that strong executive leadership and
collaboration are crucial to building lasting value from IT.
3. Skills of CIOs needed to improve IT–business alignment and
governance include:
Political savvy. Effectively understand managers, workers, and
their priorities and use that knowledge to influence others to
support organizational objectives.
Influence, leadership, and power. Inspire a shared vision and
influence subordinates and superiors.
Relationship management. Build and maintain working
relationships with co-workers and those external to the
organization. Negotiate problem solutions without alienating
those impacted. Understand others and get their cooperation in
non-authority relationships.
Resourcefulness. Think strategically and make good decisions
under pressure. Can set up complex work systems and engage in
flexible problem resolution.
Strategic planning. Capable of developing long-term objectives
and strategies and translating vision into realistic business
strategies.
Doing what it takes. Persevering in the face of obstacles.
Leading employees. Delegating work to employees effectively;
broadening employee opportunities; and interacting fairly with
employees.
4. Kaching is the mobile, social, and NFC payments apps from
CBA. With the success of Kaching, CBA’s CIO Michael Harte
had not just supported business activities, he had introduced a
profitable new line of business (LeMay, 2013). By leading with
mobile, social, NFC technology, CBA has become an innovative
18. Balance sheets that reflected the overall status of finances at a
certain date
These financial metrics are lagging indicators because they
quantify past performance. As such, they represent historical
information and are not ideal tools for managing day-to-day
operations and planning.
What was novel about BSC in the 1990s was that it measured a
company’s performance using a multidimensional approach of
leading indicators as well as lagging indicators.
2. The BSC method is “balanced” because it does not rely solely
on traditional financial measures. Instead, it balances financial
measures with three forward-looking nonfinancial measures.
3. Financial. To succeed financially, how should we appear to
our investors and shareholders?
Customer. To achieve our vision, how should we provide value
to our customers?
Business processes. To satisfy our shareholders and customers,
what business processes must we focus on and excel at?
Innovation, learning, and growth. To achieve our vision, how
will we sustain our ability to innovate, learn, change, and
improve?
4. Answers may vary.
Metric or
Indicator Examples of Measurement Criteria
Financial • Revenue and revenue growth rates
• Earnings and cash flow
• Asset utilization
Customer • Market share
• Customer acquisition, retention, loyalty
• Customer relationships, satisfaction, likes,
20. Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Sourcing and Cloud Strategy
Cloud Strategy and Services
Cloud Strategy
Short for cloud computing IT strategy.
Edge Service
Term that refers to a cloud service.
Tactical Adoption Approach
Incremental deployment resulting in apps and services, patched
to create end-to-end business processes.
Chapter 12
26. 2. Tactical adoption is a short-sighted approach, deploying
cloud services incrementally, resulting in apps and services that
are patched together to create end-to-end business processes.
3. Enterprises choose outsourcing for several reasons:
To generate revenue
To increase efficiency
To be agile enough to respond to changes in the marketplace
To focus on core competency
To cut operational costs
Because offshoring has become a more accepted IT strategy
Because cloud computing and SaaS have proven to be effective
IT strategies
To move IT investment from a capital expenditure to a recurring
operational expenditure
To differentiate from competitors—while reducing the burden
on the IT organization
4. Based on case studies, the types of work that are not readily
offshored include the following:
Work that has not been routinized
Work that if offshored would result in the client company losing
too much control over critical operations
Situations in which offshoring would place the client company
at too great a risk to its data security, data privacy, or
intellectual property and proprietary information
Business activities that rely on an uncommon combination of
specific application-domain knowledge and IT knowledge in
order to do the work properly.
5. When selecting a vendor, two criteria to assess first are
experience and stability:
Experience with very similar systems of similar size, scope, and
requirements. Experience with the ITs that are needed,
integrating those ITs into the existing infrastructure and the
customer’s industry.
27. Financial and qualified personnel stability. A vendor’s
reputation impacts its stability.
6. Many corporate customers lose out on the potential benefit of
close relationships by an overemphasis on costs instead of
value. Ideally, a customer/vendor relationship is a mutually
beneficial partnership, and both sides are best served by treating
it as such.
7. Vendors often buy hardware or software from other vendors.
In order to avoid problems with the primary IT vendor, check
secondary suppliers as well. Ask the primary vendor how they
will deliver on their promises if the secondary vendors go out of
business or otherwise end their relationship.
Vendors may offer the option to test their products or services
in a pilot study or a small portion of the business to verify that
it fits the company’s needs. If the vendor relationship adds
value on a small scale, then the system can be rolled out on a
larger scale. If the vendor cannot meet the requirements, then
the company avoids a failure.
Before entering into any service contract with an IT vendor, get
a promise of service in writing. By making both parties aware
of their responsibilities and when they may be held liable for
failing to live up to those responsibilities, a strong SLA can
help prevent many of the disruptions and dangers that can come
with sourcing or migrating to the cloud. The provisions and
parameters of the contract are the only protections a company
has when terms are not met or the arrangement is terminated.
No contract should be signed without a thorough legal review.
SLAs are designed to protect the service provider, not the
customer, unless the customer takes an informed and active role
in the provisions and parameters. There is no template SLA and
each cloud solution vendor is unique. Certainly, if a vendor’s
SLA is light on details, this alone may be an indicator that the
28. vendor is light on accountability. Additionally, if a sourcing or
cloud vendor refuses to improve its SLAs or negotiate vital
points, then that vendor should not be considered.
35
Deloitte’s 2014
Global Outsourcing
and Insourcing Survey
December 2014
2014 and beyond
Contents
Executive summary
2014 and beyond…
The results of the Global Outsourcing
Survey of 2012 rang loud, identifying a
noticeable market shift towards insourcing
— a response to changes in political
sentiment, wage deflation, and high labor
supply following the Great Recession of
the late 2000’s.
In 2014, however, the sentiment of the
market appears to have changed, signaling
29. a net increase in outsourcing consumption.
Customers are no longer focusing on
bringing services back in house, but are
focusing on optimizing vendor relationships
and improving operational flexibility.
Beyond 2014, customers are looking
to expand their flexibility to react to
potential changes in the regulatory
and technology environment.
Historically, increases in market
consumption of outsourced services
have been driven predominately by new
customer expansion for mature functions
like Information Technology, Human
Resources, Finance and Accounting,
and Procurement (the ‘Big 4’). As
expected, customer growth in mature
services will likely continue to play a
significant role in growth beyond 2014.
Growth will also be supplemented by an
appetite for newer functional offerings
like Facilities Management and Legal
Process outsourcing and vertical Business
Process Outsourcing (BPO) like Claims
and Mortgage Processing. In addition
to functions, the geographic mix of the
sourcing landscape will continue to evolve,
as customers seek opportunities to expand
their geographic footprint from mature
markets like India, China, Eastern Europe,
and the Philippines, to new locations
in South America. Beyond 2014, the
outsourcing market is projected to grow
by several key dimensions including
30. functions, services, and locations.
Technological advancements and
innovations including cloud computing,
‘big data’, mobility, business process
as a service (BPAS), are changing the
game as end users and customers alike
are demanding high quality content
and service in real time. Many of these
advancements are having immediate
impacts on the outsourcing landscape,
particularly those which remove barriers
like country of origin, capital investment,
and long implementation horizon. In
addition to enable innovations, companies
are also looking at diversifying their
service delivery footprint by considering
locations that have a reputation for high
service quality and lower cultural barriers.
Countries with an educated technological
workforce, language capabilities,
stable currency, and stable technology
infrastructure are potential candidates for
offshoring. Beyond 2014, technology
will reduce geographic barriers,
encouraging companies to constantly
reassess service delivery options.
Outsourcing growth, in all forms, is
not without risk. New geographies
expose vendors to new geopolitical and
socioeconomic risks which may have not
been previously factored into outsourcing
decisions by customers. In the early years
of outsourcing, companies would turn over
31. key management responsibilities as part of
their outsourcing transition without making
the ongoing investments in vendor and
service management. This resulted in value
leakage, talent attrition, and service issues.
With a whole host of new risks being
introduced into the outsourcing landscape,
companies must rethink their strategic
investments in vendor management.
Beyond 2014, customers will be better
equipped and positioned to manage
and govern vendors.
In order to make the leap from low
cost and high quality service delivery;
to innovative and proactive business
partnership, vendors and companies
will need to meet in the middle. On
the vendor side, an enhanced focus on
bringing the right skills, innovative ideas,
and industry expertise is required. On the
company side, building a strategic vendor
management and governance capability
is necessary. Beyond 2014, collaborative
relationships between vendors and
companies will help drive service quality.
3
The sourcing landscape
In a perfect world, all of the changes
occurring in the outsourcing landscape
would result in tangible value creation
32. for end customers and improved
profitability for both the companies and
service provider. Unfortunately, not all
of the changes will result in anticipated
positive change. Potential changes to the
regulatory landscape including data privacy
legislation in the European Union (EU), as
well as, pending immigration legislation in
the United States (US) may hinder business
economics and increase outsourcing
related risks.
Key trends in outsourcing
To understand the dynamics of the
outsourcing market, Deloitte surveyed 140
companies in nearly 30 different countries,
on specific dimensions representing
changes affecting the outsourcing industry.
These categories included: regulation
and legislation, functions and services,
geography, and innovation and technology.
Based on the results of the questionnaire,
the following key trends emerged:
Technology: Recent developments and
innovations, like cloud computing and
business process as a service (BPAS), are
driving growth within the outsourcing
space while innovations like gamification
and ‘Bring Your Own Device’ (BYOD)
are having less influence on outsourcing
decisions. New and emerging innovations
like mobility and big data are also
having a pervasive impact on sourcing
decisions; however, they are not the
primary innovations that respondents are
33. focusing on. As big data and mobility gain
additional popularity, these technologies
should begin to have a larger impact on
sourcing outcomes.
Location strategy: India continues to
represent the primary destination for
offshoring (especially for English language
operations) and a global hub for multi-
location sourcing strategy. In addition to
India, respondents have indicated that they
are continuing to pursue opportunities in
Poland, Philippines, and China. Over the
past decade, new markets for outsourcing
opportunities have emerged in Romania,
Mexico, and Brazil, and these are expected
to see continued growth. Countries within
South America and Asia remain as high
potential opportunities, however, further
development is required before they are
viewed as viable sourcing options.
Legislation and regulation: Respondents
are unanimously not in favor of legislation
to limit offshoring. If legislation is enacted
to curb offshoring, respondents believe
they may face an increase in costs, which
they intend to pass through to consumers.
Some participants indicated that they will
absorb the impact through a reduction in
profitability. In Europe, the Middle East and
Africa (EMEA), relaxation of employment
related regulation (e.g. immigration
controls, ARD/TUPE) is expected to lead to
an increase in outsourcing, while increased
data privacy regulation is likely to reduce
34. the use of outsourcing globally.
As used in this document, “Deloitte” means Deloitte
Consulting LLP, a subsidiary of Deloitte LLP. Please see
www.deloitte.com/us/about for a detailed description
of the legal structure of Deloitte LLP and its subsidiaries.
Certain services may not be available to attest clients
under the rules and regulations of public accounting.
4
Structural change
The last two decades have seen a
significant rise in offshoring to external
service providers. The driver for this
trend has been largely economic, since
offshoring often offers more competitive
price points for the same service levels.
Beyond cost savings, companies often
also use outsourcing to support their
strategy — in this case the choice of
focusing on core, strategic competencies
and relying on a global network of
external service providers to perform less
strategic functions. In recent years we have
witnessed a small but growing reversal
of this trend where companies that have
previously offshored functions are bringing
them back to their home country
(also known as “onshoring”).1
Based on the results of the 2014 Survey,
35. a significant majority of respondents have
not and do not plan to move work from
offshore locations back to their domicile
country locations. Those in the minority,
who do plan to move things back onshore,
cited supplier performance and inability to
achieve cost targets as the primary drivers
for reverting or pursuing an alternative
sourcing strategy.
• Only 16% of respondents have moved work back to their home
country.
• Most of the respondents who have moved work back to the
home country have done so due to offshore supplier
performance.
• Government incentives provide less motivation for
respondents to move work back to their home country than other
driving factors.
No
84%
Have you moved
work or are planning
to move work back to
your home country?
Inability to realize cost advantage
Customer perceptions
Time zone considerations
Social beliefs
36. Government incentives
Offshore supplier performance
What are the main drivers of such a decision?
Yes
16%
72%
44%
28%
28%
17%
11%
1 From Bangalore to Boston, Deloitte 2013
5
Drivers for change
Technology
The coupling of traditional outsourcing
(e.g. services plus staff enablement
technology) with cloud-based offerings has
both advanced and complicated the latest,
cutting-edge data center deals. Both are
required components to encompass the
37. end-to-end scope of services. Historically,
this has been achieved through traditional
outsourcing alone, but we are seeing
increased pockets of cloud products
embedded in data center scope, with the
vendor’s solution providing economies of
scale by leveraging virtualized servers on
standardized architectures, technologies,
and interfaces. The result is a lower
infrastructure cost to the company (along
with decreased applications costs when
standardized development methods are
applied) and the flexibility for companies
to cease running their own data centers.
According to respondents, end user
engagement innovations (gamification and
crowdsourcing) and hardware flexibility
innovations (BYOD) are not expected
to lead to an increase in outsourcing
in the foreseeable future. Given the
nascent nature of these innovations,
many respondents are unable to predict
what influence they will have on future
outsourcing decisions.
To what extent will the following technology developments
impact your future outsourcing decisions
(% of respondents more likely to oursource as result of
development)?
Cloud
computing
Business
process as
38. a service
Hosted virtual
desktop
Big data Enterprise
mobility
Open
innovation
Crowdsourcing Bring Your
Own Device
(BYOD)
Gamification
69% 66%
59% 55% 53%
41%
35%
28%
13%
• Over 50% of respondents have indicated that
developments in enterprise mobility, big data, hosted
virtual desktop, business process as a service, and
cloud computing will increase outsourcing.
• Less mature technology developments like BYOD and
gamification are not likely to affect respondents’
decisions to outsource.
39. 6
Drivers for change
Location strategy
India has been traditionally the preferred
choice for many offshoring and outsourcing
activities. Even though high labor costs,
high withholding tax, currency volatility and
inflation in Latin America are inhibitors for
outsourcing as compared to established
outsourcing destinations like India and China;
other factors like proximity and time-zone
make Latin America an attractive option for
offshoring. Latin American governments
continue to support free trade and promote
various English language support programs
to attract global service providers and
companies alike. The Finance and Accounting
Outsourcing (FAO) market in Latin America
emerged from the earlier success of captive/
shared-service center pioneers in the region
and now third-party outsourcing providers
are increasing their presence in the region.
The market is currently driven by intra-region
outsourcing demand; however, as global
FAO providers scale up their presence in
the region, Latin America is soon expected
to become one of the major hubs for FAO.
While this region is flush with opportunities,
firms looking to outsource to Latin American
should proceed with caution, as countries
like Brazil, although ripe with opportunity,
40. are also subject to variable tax structures.
While emerging markets with low labor
costs locations receive considerable
attention, established offshore, near-shore,
and even onshore locations still provide
compelling opportunities to support business.
Outsourcing location decisions today are
driven by not just labor-cost arbitrage
opportunities, but critical operating
factors, risk appetite, and
corporate growth strategy.
India
United States
China
Poland
Philippines
Romania
Mexico
Australia
Brazil
Malaysia
South Africa
Guatemala
Israel
Ecuador
Panama
Iceland
42. 5% 18%
4% 21%
4% 20%
2% 29%
2% 28%
0% 20%
22%
• Developed sourcing locations like India,
the U.S., China and Poland can be
expected to see continued growth of
15%-27%.
• Developing sourcing locations like
Philippines, Romania, Mexico, Brazil and
Malaysia can be expected to achieve
higher rates of growth, leading to a
potential doubling of the outsourcing
market in these countries.
• Future opportunities exist in areas with
low levels of current offshore service
delivery, with upwards of 20% of
respondents stating that they plan
to source, or would consider sourcing,
from these countries.
50% of respondents indicated that future
technology advancements will diminish
the importance of service delivery
43. locations, with a further 12% suggesting
that location may become somewhat or
completely irrelevant.
7
Drivers for change
Legislation and regulation — offshoring
Cyclical downturns in the US and global
economy will likely continue to increase
the political pressure for prohibitive anti-
offshoring legislation to be passed in the
future, even though it has been historically
difficult, particularly in North America.2
According to survey respondents, anti-
offshoring legislation will have negative
financial, economic, and competitive
impact on corporations.
• Almost all respondents (89%) believe
that offshoring will continue to grow
unless legislation is enacted to curb it.
However, only 1 out of 4 respondents
support such legislation.
• More than half of responding companies
will be negatively impacted by anti-
offshoring legislation. In the event of
anti-offshoring legislation, 18% of
organizations anticipate cost increase will
be passed to the consumers. A further
44. 50% anticipate increased costs which will
not be passed to the consumers, possibly
resulting in competitive disadvantage.
• Among large organizations (greater
than 100,000 employees), 90%
are opposed to anti-offshoring
legislation, while small organizations
(fewer than 1,000 employees)
are the more favorable to anti-
offshoring legislation.
• According to the survey results,
companies in Asia and Americas
are less concerned about anti-
offshoring legislation as compared
to Europe.
• Despite limited support for legislation
to curb offshoring, nearly 40% of
respondents expect such legislation
to be enacted in their home country.
• Half of U.S. respondents believe the
U.S. will enact regulation, and 60%
of U.S. respondents believe such
regulation would have a negative impact
to consumers or to top line growth.
However only 10% characterize the
impact as significant.
• Government incentives to promote
repatriation of jobs have not
45. motivated respondents to
move work back to their home
countries (less than 2% reporting
that they did so as a result).
2 Anti-Offshoring Bill Unlikely to Impact Call Center
Industry, CIO Magazine, 2013
No
11%
Yes
25%
Yes
37%
Yes
89%
Impact will
be significant
Impact will
be minimal
32%
68%
No
75%
No
63%
Will offshoring continue to
46. grow unless legislation is
enacted to curb it?
Do you believe your home country
will enact regulations to restrict offshoring?
Should legislation be enacted
to curb offshoring?
Do you believe there will
be a significant impact to
your business?
Americas
Asia-Pacific
EMEA
55% 45%
58% 42%
74% 26%
Yes No
8
23%
18%
35%
47. 31%
28%
24%
Drivers for change
Legislation and regulation — data privacy
With the latest host of data breaches at
some of the largest corporations within
the Fortune 500, data privacy and security
has become a major priority amongst both
technologists and back-office leadership
alike. With concerns regarding private
protections of Personally Identifiable
Information (PII), governments globally
are exploring opportunities to bolster
and enhance existing consumer data
protections. While it is unclear what future
data privacy legislation may look like, it is
clear that any future legislative changes
will have an immediate impact on the
consumption of outsourced services —
particularly those directly dealing with
customer information.
According to survey respondents, increased
data privacy regulation will have a material
impact on whether or not a respondent
chooses to outsource to a third party.
• Of the regulations surveyed, increased
data privacy regulation is projected
to have the greatest impact on the
48. outsourcing decisions.
• U.S. organizations are three times more
likely to decrease, rather than increase,
outsourcing due to an increase in data
privacy regulation. EMEA organizations
are almost twice as likely to decrease,
rather than increase, outsourcing.
• The majority of respondents felt
that increased anti-corruption
regulations would be unlikely to
impact their decision to outsource.
• Organizations outside of the U.S. are
three times more likely to increase,
rather than decrease, outsourcing, due
to relaxation of hiring and termination
restrictions. In the U.S., most
respondents (71%) anticipate no
impact on the outsourcing decision.
• In the U.S., health care reform
is expected to result in a moderate
increase of outsourcing.
• Relaxation of immigration policy
will result in a moderate increase in
outsourcing, driven primarily by the Asia
Pacific region with 45% of participants
indicating they are likely to increase use
of outsourcing versus 28% across all
geographies combined. This sentiment
is lead primarily by responses from India,
Pakistan, South Korea, and Japan. Less
49. than 5% of organizations are likely to
decrease outsourcing as a result of a
relaxation in immigration policy.
• Relaxation of export controls
will result in a moderate increase in
outsourcing activity, driven primarily
by the Asia Pacific region with 45% of
participants indicating that they are likely
to increase use of outsourcing versus
24% across all geographies combined.
Less than 10% of organizations are likely
to decrease outsourcing as a result of
relaxed export controls.
Likely to decrease use of outsourcing
(% of respondents)
Likely to increase use of outsourcing
(% of respondents)
Increased data privacy regulation
Increased anti-corruption regulation
(e.g. UK Bribery Act, BSA/AML, FCPA)
Relaxed restrictions on hiring and
termination of new employees
(e.g. ARD/TUPE)
In the U.S., impact of health care
reform (e.g. PPACA)
Relaxed immigration policy
50. Relaxed export control (e.g. ITAR)
40%
13%
13%
4%
5%
5%
9
Managing change
A typical Fortune 500 organization may
use as many as 10,000 suppliers to meet
its business objectives.3 As capabilities and
offerings of third-party providers become
more sophisticated, the management
of outsourced and out-tasked services
becomes more complicated and risky.
Nowadays, Regulators and customers,
expect organizations to be accountable for
the actions of their third-party providers.
For example, the Office of the Comptroller
of the Currency and Federal Reserve
hold the board of directors of financial
institutions responsible and accountable for
risks taken by the organization including
those taken via third-party engagements.
51. Hence, corporations should make Vendor
Management as an integral part of their
business strategy.
Key trends in Vendor Management
Vendor Management: The market is
currently under-invested in the area of
vendor management, particularly when it
comes to tools, methods, and processes.
Despite the lack of investment, companies
generally believe that their vendor
management capabilities are equal to or
better than their peers. These trends clearly
articulate that a lot of the underinvestment
in vendor management, may be a direct
result of a general market consensus that
each company is equal to or better off
than their peers, regardless of whether or
not they assign any additional resources
to improve their vendor management
process maturity.
Issue and Dispute Management: In
addition, to evaluating performance,
companies are expanding their capabilities
in terms of managing and resolving issues
or disputes. Where historically, companies
were fairly quick to terminate a vendor
contract or drastically reduce vendor
services, they are now pursuing a series
or preliminary options before terminating
contract. In circumstances, where contracts
are terminated, companies prefer to stick
with a predominately outsourced strategy
versus trying to insource their services.
52. 3 Vendor Management Program Office — Five
Deadly Sins of Vendor Management, Deloitte 2013
10
Managing change
Vendor management
Historically companies have extended
onshore sourcing and procurement
functions to include a Vendor Management
capability. With increasing demand for
outsourcing and offshoring and growing
complexity, Vendor Management functions
have evolved and established their own
identity (including specialized skills and
tools). The next stage of outsourcing
journey has seen a small but growing
trend of organizations moving Vendor
Management functions and processes
to near shore or offshore centers. Just
as companies have evaluated benefits
for outsourcing IT and non IT services,
in addition to realizing cost benefits,
the same approach can be applied to
Vendor Management.
According to the survey respondents,
Financial, Commercial and Contract
Management capabilities are perceived
to be above average in terms of
quality and maturity. However, other
processes including Governance,
53. Service Performance, Issue and Dispute
Management, and Transition Management
require additional improvement.
• Respondents believe that they are
the most mature in Financial and
Commercial Management with nearly
93% of respondents indicating that they
are at or above their peers.
• Respondents believe that they are
the least mature in Issue and Dispute
Management with nearly 26% of
respondents indicating that they are
below the market.
• Vendor Management organizations
continue to be most effective at
traditional Vendor Management
(e.g. financial management,
contract management), however
few organizations rate themselves
above average in Multi-Service
Provider Integration and Supplier
Risk Management.
Below average (% of respondents) Above average (% of
respondents)
Financial and commercial management
Contract management and compliance
Governance
Service performance management
54. Issue and dispute management
Transition and transformation management
Change and request management
Multi-service provider integration
Supplier risk management
Documents management
49%7%
39%16%
38%13%
33%14%
33%26%
31%23%
30%16%
28%25%
22%18%
19%25%
How would you rate your vendor management capabilities?
11
55. As companies move beyond ‘Managing
to the Contract’, they will continue to
look at and evaluate vendors on multiple
dimensions. During the early stages
of outsourcing, vendor performance
was measured predominately through
quantitative measures, e.g. service levels;
however, companies are now beginning to
further expand performance management
programs by evaluating providers based
on a variety of different measurements
including end-to-end business outcomes
and results.
According to survey respondents, most
issues are derived from the service provider
being reactive rather than proactive or
from the provider delivering poor service
despite achieving service levels. Cost
related metrics and culture compatibility
are least commonly cited as the cause of
service provider related issues.
Managing change
Issue and dispute management
• Nearly 50% of respondents cited that the
reactive vs. proactive nature of their
service providers and poor service quality
despite achieving service levels as reasons
for issues surfacing with service providers.
• Nearly 40% of respondents cited a lack
56. of innovation and underqualified
resourcing as reason for complications
with service providers.
• Despite the focus on attrition and cost,
less than 30% of survey respondents cited
these reasons as a cause for issues
surfacing with providers.
Reactive vs proactive
Poor service quality (despite achieving Service Levels)
Lack of innovation
Unqualified resources
Lack of responsiveness
Failure to meet Service Levels
Ineffective issue resolution
Communication barriers
Poor quality of relationship
High service provider attrition
Too costly
Incompatible culture
49%
48%
57. 37%
36%
34%
33%
33%
30%
30%
28%
21%
19%
Please identify issues that you are currently facing with your
outsourcing providers
12
Managing change
Issue and dispute management (continued)
Once an issue has been identified with a
service provider, companies may pursue
several alternative strategies to address
and remediate the issue before it escalates
to a dispute. The primary option for the
58. company is to ‘Manage to the Relationship’,
whereby they leverage informal channels
to identify an immediate resolution which
may or may not fall within the guardrails of
the contract. The secondary option for the
company is to ‘Manage to the Contract’,
often a more contentious approach,
requiring them to leverage contractual
mechanisms, rights and obligations to
resolve the issue. As a tertiary option,
companies may choose to resolve the issue
through conclusive actions like terminating
the contract in part or in its entirety. All
options are viable, however, given the
hierarchical nature, and challenges posed
by each, companies generally choose less
contentious methods first.
According to respondents, the preferred
approach for resolving conflict with
providers is to first ‘Manage to the
Relationship’, then ‘Manage to the
Contract’, and leverage any ‘Last Resort’
options where needed. Additionally, nearly
70% of respondents choose to continue
outsourcing upon termination of the
agreement, indicating that many of the
unresolved issues are vendor specific and
not attributed to outsourcing specifically.
• Over 60% of respondents,
indicated that escalating
issues to vendor
leadership is the best
method for resolving
issues and disputes
59. with vendors.
• Last resort options
including termination for
cause and termination
for convenience were
taken by 13% and 9% of
respondents, respectively.
• Of respondents who
elect to terminate their
agreement, 70% continue
to contract with a 3rd
party to achieve their
post contract service
strategy.
Escalation of issues to vendor leadership
Enhanced governance processes
Provided additional training
Restructured/renegotiated the deal
Restructured service levels
Increased competition
Added vendor management capability
Reduced the scope of services
Terminated for cause
Terminated for convenience
60. Manage to
relationship
Manage to
contract
Last resort
0 10 20 30 40 50 60 70 80
63%
58%
40%
39%
35%
33%
32%
23%
13%
9%
What steps have you taken, if any, to remediate outstanding
issues with your providers?
Post contract insourcing vs. outsourcing
61. What was your post contract
termination strategy?
Were you satisfied with
the results?
Outsource
69%
Satisfied
62%
Insource
25%
Neutral
32%
Other 6% Dissatisfied
6%
13
Functions and services
In spite of the structural (e.g. legislation,
regulation, and technology) and cultural
(e.g. location) changes influencing
outsourcing decisions, the market appears
to demanding more outsourcing.
Information Technology (IT) continues to
be the most commonly outsourced
function, at nearly 60% penetration.
62. While IT services are highly mature in the
market place, to gain a better perspective,
it is necessary to evaluate functions
like Human Resources, Legal, and Real
Estate and Facilities Management where
outsourcing is expected to grow by
12%-26% per annum.
This growth is redefining what traditionally
outsourced tasks were within each function,
e.g. from transactional to increasingly
complex work based on judgment.
14
Functions and services
Finance
Finance and Accounting (F&A) services
outsourcing is expected to increase in
growth over the next few years. 30% of
respondents expect to outsource additional
services across all areas of F&A, with the
least historically outsourced services,
Accounts Receivable and Billing, seeing a
planned increase above the 30% mark.
This trend suggests outsourced F&A
will continue to see strong growth and
become more standard practice for
many companies.
Increasing availability of global service
providers in non-traditional locations
63. will support this fast-growing functional
area. Currently many activities are basic
transactional finance and accounting
processes such as accounts payable,
however companies are starting
to experiment with outsourcing
non-transactional financial functions
like financial analysis. Outsourcing
knowledge-based financial services
is still a nascent business practice, but
as the comfort level of organizations
rise it should become a more
common practice.
50%
29%
49%
33%
41%
22%
41%
24%
40%
31%
38%
64. 23%
36%
32%
32%
34%
Current outsourcing (% of respondents)
Plan to outsource (% of respondents)
Travel and entertainment
Accounts payable
Collections
General accounting
Payroll
Fixed asset accounting
Accounts receivable
Billing
Travel and entertainment
Accounts payable
Collections
65. General accounting
Payroll
Fixed asset accounting
Accounts receivable
Billing
15
Legal opinions
Legal counsel
Patent review/drafting
Legal research and analysis
Negotiation support
Paralegal support
Contracting drafting
e-Discovery
Billing services
Functions and services
Legal
Corporate legal departments are faced
66. with a number of issues that require
them to evaluate and implement Legal
Process Outsourcing (LPO) solutions.
Key concerns include resource allocation,
inefficiencies in processes and project
management, and technological
investments such as automation and
document standardization.4 The solutions
offered by outsourcing Legal services
have led to a rise in tactical Legal services
such as e-Discovery, Billing, and Research
and Analysis.
E-Discovery is one of the largest growth
opportunities within legal services
outsourcing. Among respondents who
plan to outsource legal services, 25%
plan to outsource e-Discovery.
As the LPO market becomes more mature,
corporate legal departments are starting to
move outsourcing beyond transaction-
based legal processes to judgment based
processes, such as Contract Drafting which
is expected to grow by 18%.
4 Implementing a corporate legal process
outsourcing solution, Deloitte 2013
67% 23%
65% 15%
57% 14%
56% 26%
67. 43% 14%
43% 17%
37% 18%
35%
18% 21%
25%
Current outsourcing (% of respondents) Plan to outsource (% of
respondents)
Legal opinions
Legal counsel
Patent review/drafting
Legal research and analysis
Negotiation support
Paralegal support
Contracting drafting
e-Discovery
Billing services
16
68. Functions and services
Real estate and facilities management
Real Estate and Facilities Management
(RE&FM) spend is typically the second
largest administrative cost for companies.
Design and Construction are the most
commonly outsourced services in RE&FM
with 53% of respondents indicating
that they are currently outsourcing
these services.
While RE&FM services like Design and
Construction and Document Services
are reaching saturated levels of a
mature market, there are still
significant opportunities for growth.
Of all RE&FM services polled, Asset and
Lease Management is the greatest area
of expected growth. While only 13% of
the respondents currently outsource
Asset and Lease Management Services;
37% of those who plan to outsource,
are considering doing the same.
Another notable service is Financial
Performance Management and Reporting,
which is projected to grow nearly 19%.
53%
43%
69. 39%
35%
31%
21%
20%
13%
11%
Current outsourcing (% of respondents)
Manage design and construction services
Document services
Manage transaction processing for real estate
Develop and manage real estate portfolio
Reception/guest services
Office/meeting scheduling
Define and develop real estate financials
Manage assets/leases
Manage and report financial performance
17%
70. 14%
18%
24%
14%
13%
20%
37%
19%
Plan to outsource (% of respondents)
Manage design and construction services
Document services
Manage transaction processing for real estate
Develop and manage real estate portfolio
Reception/guest services
Office/meeting scheduling
Define and develop real estate financials
Manage assets/leases
Manage and report financial performance
71. 17
Functions and services
Human Resources
Over the last few years, Human Resources
(HR) outsourcing has struggled to find the
right balance between comprehensive
solutions and targeted competencies
that address specific business issues.
The transformation continues to seek
equilibrium, shifting to a center that
includes value-added and judgment-based
services (e.g., workforce analytics, global
mobility, and employee relations).
Call Center Management is a commonly
outsourced service in Human Resources
and is usually aligned with administration
for specific services such as benefits
administration. Other services commonly
outsourced include Expat Administration
and HRIS Maintenance and Support.
In the last few years the industry has seen
an increased use of offshore services.
Integration services such as reporting
are becoming more prevalent and are
expected to undergo high growth. Among
respondents who plan to outsource HR,
38% plan to outsource HR Administration,
as compared to only 13% who currently
outsource. Some of this trend can be
72. attributed to growing service offerings
for leave administration, recruitment
process outsourcing, and learning
process outsourcing.
43%
35%
34%
30%
21%
16%
13%
13%
7%
Current outsourcing (% of respondents)
Call center management
Expat administration
HRIS maintenance and support
Payroll time administration
Recruiting and staffing administration
Total rewards administration
73. Workforce analytics
HR administration
HR reporting
23%
21%
29%
36%
21%
33%
29%
38%
32%
Plan to outsource (% of respondents)
Call center management
Expat administration
HRIS maintenance and support
Payroll time administration
Recruiting and staffing administration
74. Total rewards administration
Workforce analytics
HR administration
HR reporting
18
Functions and services
Customer service
Contact centers expect to grow to support
organizational needs to improve customer
service, to support business growth, and
to support contact volume growth across
all channels, email and social media in
particular. Results of the 2013 Global
Contact Center survey showed 85% of
organizations currently support multi-
channel customer service capabilities
and over 90% of organizations that view
customer experience as a competitive
differentiator provide multi-channel
customer access.5
With one of the highest expected growth
rates in Customer Service, Simple “Tier
1” Customer Service Inquiries is the most
commonly outsourced service.
Due to the importance of the customer
75. experience, Complex “Tier 2” Customer
Service Inquiries are less commonly
outsourced and are seeing some of the
lowest growth rates among customer
service outsourcing.
Loyalty programs are relatively
uncommonly outsourced services but
are expected to break their way into
mainstream customer service outsourcing.
5 2013 Global Contact Center Survey Results,
Deloitte, 2013
54%
29%
46%
13%
43%
21%
41%
28%
39%
21%
37%
77. Technical support
Outbound sales
Complex ‘Tier 2’ customer service inquiries
Inbound sales
Back office — Non-customer facing
administration processes
Social media responses
Billing and collections
Account inquiries
Loyalty programs
Simple ‘Tier 1’ customer service inquiries
Order fulfillment
Initial complaint handling
Technical support
Outbound sales
Complex ‘Tier 2’ customer service inquiries
Inbound sales
Back office — Non-customer facing
administration processes
78. Social media responses
Billing and collections
Account inquiries
Loyalty programs
19
Functions and services
Procurement
The adoption of procurement
outsourcing has been very slow. The
main barriers to adoption being the
need for deep understanding and
control of spend categories, gaining
trust of the stakeholders, shortage of
procurement and sourcing skills, and
lack of broad knowledge of the suppliers
across geographies. In many cases,
procurement outsourcing is restricted
to the transactional procure to pay
processes as an extension of the F&A BPO
deals. Consequently, the procurement
outsourcing marketplace is still growing
and offers an opportunity for companies
seeking additional cost reductions.6
Rewards for breaching procurement
outsourcing barriers are high; savings
for non-core commodities and services
procured though BPO services could range
79. between 5% to more than 20%.7 As a
result, there has been a significant uptick
in the outsourcing of indirect procurement
activities, including transactional processing
and sourcing of goods and services.
Results of the survey reflect a higher
adoption for transactional services. First
on the list of commonly outsourced
processes in Procurement is Create and
Issue Purchase Orders, followed by Spend
Analysis and External Benchmarking, then
Creating Requisitions, and Assessing
Supply Markets.
Traditionally the least commonly
outsourced Procurement processes and
services are Supplier Negotiation and
Contracting as well as the Management
and Assessment of Suppliers;
however, despite the current
limited outsourcing activity in
Procurement space, 30% of
respondents have indicated that
then plan to outsource Supplier
Performance Management
and Assessment and 23% of
respondents plan to outsource
Supplier Negotiation and
Contracting.
6 The untapped potential of procurement
outsourcing, Deloitte 2013
7 The untapped potential of procurement
80. outsourcing, Deloitte 2013
27% 30%
26% 38%
26%
24%
21%
17%
16%
15%
13%
23%
28%
17%
10%
25%
23%
30%
Current outsourcing (% of respondents) Plan to outsource (% of
respondents)
81. Create and issue purchase orders
Conduct spend analysis and
external benchmarking
Create requisitions
Assess supply markets
Create commodity strategies
Manage prices
Manage RFIs and RFPs
Manage and assess supplier performance
Negotiate and contract with suppliers
Create and issue purchase orders
Conduct spend analysis and
external benchmarking
Create requisitions
Assess supply markets
Create commodity strategies
Manage prices
Manage RFIs and RFPs
Manage and assess supplier performance
82. Negotiate and contract with suppliers
20
Functions and services
Information technology
IT is typically the single largest
administrative cost for companies.
Over the years, IT Outsourcing (ITO)
has matured into a well understood
construct which drives over 60% of
the total sourcing market.8
Though the demand for ITO continues to
grow, there are significant shifts within
the IT services delivery model driven by
recent advances in technology (e.g. cloud
computing, social computing, and green
IT) which offer companies and providers
new and creative solution options.
Companies demand more value than
can be derived from economies of scale
and labor arbitrage alone. Sophisticated
consumers of outsourced IT services are
seeking service partners and arrangements
that will position them to take advantage
of future changes in the IT landscape.
Over the past few years, leading
companies have moved away from
“mega deals”; instances where large
organizations sole-sourced significant
83. chunks of their IT service delivery
environment to a single provider
through long term deals.9 Instead,
companies have begun to segment
their environments and pursue a
“portfolio approach”, by engaging
multiple providers and benefiting
from the capabilities of smaller,
specialized vendors.
8 ITO Market Trends, Deloitte, 2014
9 From strategy to execution An Outsourcing
Advisory Services compendium, Deloitte, 2013
61%
60%
58%
58%
57%
51%
51%
46%
19%
14%
20%
84. 17%
20%
22%
23%
26%
23%
16%
Current outsourcing (% of respondents)
Plan to outsource (% of respondents)
Network (voice)
Application maintenance and support
Network (data)
Application hosting and support
Application development/enhancements
IT service desk
Data center
End user device provisioning and support
IT architecture design
85. Network (voice)
Application maintenance and support
Network (data)
Application hosting and support
Application development/enhancements
IT service desk
Data center
End user device provisioning and support
IT architecture design
21
Conclusion
The outsourcing landscape is constantly
changing to better serve customers and
Deloitte continues to assess the market
dynamics to provide valuable and detailed
insights to Deloitte customers. While today
we are seeing continued growth in the
consumption of outsourced services; there
are no assurances of how long this trend
will continue to last. It is nearly impossible
to predict with any level of certainty when
a macro-economic or disruptive business
86. event will happen and how that will affect
the interaction between companies and
service providers. Despite the uncertainty,
there are a few things that we do know.
1. Vendors’ service offerings are
continuously evolving to fulfill
customer needs
2. Customers will likely continue to
demand more from their vendors
expecting them to go above and
beyond the terms of the agreement
to deliver value on both qualitative
and quantitative terms
3. The bar for vendor management
capabilities will likely keep rising as
companies seek to leverage multi-
vendor or multi-functional strategies
requiring transition and service
integration capabilities
4. The regulatory and legislative landscape
will likely continue to influence
outsourcing decisions and retaining the
flexibility to change direction rapidly,
even for complex services, is key
5. Beyond 2014, as vendors become
adept at delivering innovative solutions,
analytics and cloud offerings, customers
will continue to benefit from the
resulting increased flexibility.
6. Despite a political environment that can
87. dampen the appeal of outsourcing, for
the foreseeable future, we expect to see
a continued growth of the industry.
22
Appendix
Demographics
Deloitte Consulting undertook a broad
research effort to analyze the outsourcing
landscape, trends, and approaches that
companies are currently taking. The
Deloitte Consulting Global Outsourcing
Survey 2014 had 157 unique respondents
representing 140 public and private
sector entities. Respondent organizations
represent major industries and include
both single-country companies and
multinational corporations.
Industry
The participants represented are in 22
industry sectors across Technology,
Media, Telecommunications, Healthcare
and Life Sciences, Energy and Resources,
Government, Consumer Products,
Industrial Products, Financial Services
and Professional Services.
The 10 sectors with the greatest
representation were Banking, Professional
Services (including Legal), Consumer
Products, Technology, Process and
88. Industrial Products, Telecommunications,
Life Sciences, Transportation, Power
& Utilities (including renewable),
and Insurance.
70% of respondents were from three
industries: Consumer and Industrial
Products (C&IP), Financial Services (FSI),
and Technology Media and
Telecommunication (TMT) industries
Size
The typical respondent representing
40% of the organizations surveyed
generated between $1 billion and
$15 billion in revenue and 61% of
respondent organizations had
revenues greater than $1B.
The typical respondent representing
49% of the organizations surveyed had
between 1,000 and 25,000 employees
and 74% of respondent organizations
had greater than 1000 employees.
Geography
Survey participants represent 30 countries
located across North America, Central
America, Asia, Africa, Eastern Europe,
Western Europe, and Australia.
10 countries with the greatest
representation were the US, Korea, India,
Canada, UK, the Netherlands, Denmark,
Finland, Colombia and Australia. 69% of
survey participants are headquartered in
89. North America or Europe.
Of the survey participants headquartered
in North America, 40% had more than
$1 billion in annual revenue and 45%
had more than 10,000 employees.
A note on location terms
The survey instrument defined the terms “within country,”
“nearshore,” and “offshore” as follows:
• Within country: Service is generally performed in the same
country as the service is received or in a country where
labor rates are generally consistent with those where the
service is received (e.g. US-to-US, US-to-UK, Sweden-
to-UK, etc.).
• Nearshore: Service is generally performed in another
country near where the service is received (usually within
or close to the same time zone) and where labor rates are
generally lower than those where the service is received
(e.g. Mexico-to-US, Eastern Europe-to-UK, etc.)
• Offshore: Service is generally performed in another
country where labor rates are typically significantly lower
than those where the service is received and there may
be a significant difference in time zone (e.g. India-to-US,
Philippines-to-UK, etc.)
What is your organizations primary industry sector?
What is the revenues of your organization?
What are your total employees?
Respondents by region
90. Consumer and Industrial Products
Financial Services
Technology, Media, and Telecom
Professional Services
Health Care and Life Sciences
Energy and Resources
Public Sector
Less than $1 billion
$1 billion to $5 billion
$5 billion to $15 billion
Greater than $15 billion
Fewer than 1,000
1,000 to 10,000
10,001 to 25,000
25,001+
Asia/Australia/Africa
Europe
Americas