Given the current world of IT evolving and expanding all around the company, adopting and adapting innovations is not optional. The CIO’s most important role in business effectiveness is in managing this IT change to sustain the value of internal information.
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
In order to achieve the outcome IT Business Alignment, a dependence on IT and the Business must be created. This slide deck presents a brief history of IT business alignment and presents a framework for helping an organization create a necessary dependence for alignment to be achieved
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
In order to achieve the outcome IT Business Alignment, a dependence on IT and the Business must be created. This slide deck presents a brief history of IT business alignment and presents a framework for helping an organization create a necessary dependence for alignment to be achieved
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
Business - IT Alignment Increases Value Of ITDinesh O Bareja
Aligment of IT and business is a chimera and everyone is chasing it. Achieveing alignment will provide great value to the organization.
Presented at ISACA Annual Conference in Chennai.
Digital Strategy – Closing the Gap between Your Current Digital Reality and w...Formicio
In this Point of View Formicio explores the important difference between digital automation and digital disruption, and the digital organisational capabilities needed to successfully shift an organisation’s trajectory to one that leads to a digital future.
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
The number of cyber attacks against organizations continues to grow in complexity, frequency, and severity. SSOs handle confidential and restricted personal data, making them a target for cyber crimes. Since the SSO is accountable for protecting sensitive corporate and employee information, care must be taken to understand and protect the flow of this sensitive data.
How do you properly manage cyber threats? A robust cybersecurity program is imperative to protect your organization, employees, and customers.
In this report, find out about the building blocks needed for an effective SSO cybersecurity program.
To learn more, please visit www.scottmadden.com.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Investment in business information technology (IT) should not be valued in a vacuum. The investment must be for business purpose that is used to increase company revenue, market share and profit (via reduced expenses); therefore, IT projects need to be evaluated as any corporate use of funds.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-security-and-governance-template-312
This Word Document provides a template for an IT Security & Governance Policy and is easily customisable. Areas cover are: Security, Data Back-Up, Virus Protection, Internet & Email usage, Remote & 3rd Party Network Access, User-Account Management, Procurement, Asset Management and IS Service Continuity Planning
What makes a coach masterful? More than what you do as a coach, it is a way of being. Here are 29 principles that will guide you on your journey to becoming a Masterful Coach. Please enjoy and comment below!
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
Business - IT Alignment Increases Value Of ITDinesh O Bareja
Aligment of IT and business is a chimera and everyone is chasing it. Achieveing alignment will provide great value to the organization.
Presented at ISACA Annual Conference in Chennai.
Digital Strategy – Closing the Gap between Your Current Digital Reality and w...Formicio
In this Point of View Formicio explores the important difference between digital automation and digital disruption, and the digital organisational capabilities needed to successfully shift an organisation’s trajectory to one that leads to a digital future.
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
This ISG white paper discusses the benefits of linking IT costs to business activity, and of analyzing the potential impact of IT investment on performance improvement
The number of cyber attacks against organizations continues to grow in complexity, frequency, and severity. SSOs handle confidential and restricted personal data, making them a target for cyber crimes. Since the SSO is accountable for protecting sensitive corporate and employee information, care must be taken to understand and protect the flow of this sensitive data.
How do you properly manage cyber threats? A robust cybersecurity program is imperative to protect your organization, employees, and customers.
In this report, find out about the building blocks needed for an effective SSO cybersecurity program.
To learn more, please visit www.scottmadden.com.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
Investment in business information technology (IT) should not be valued in a vacuum. The investment must be for business purpose that is used to increase company revenue, market share and profit (via reduced expenses); therefore, IT projects need to be evaluated as any corporate use of funds.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-security-and-governance-template-312
This Word Document provides a template for an IT Security & Governance Policy and is easily customisable. Areas cover are: Security, Data Back-Up, Virus Protection, Internet & Email usage, Remote & 3rd Party Network Access, User-Account Management, Procurement, Asset Management and IS Service Continuity Planning
What makes a coach masterful? More than what you do as a coach, it is a way of being. Here are 29 principles that will guide you on your journey to becoming a Masterful Coach. Please enjoy and comment below!
This presentation explains Information Governance. Learn what it takes to improve the value of information, manage information risks, and reduce information costs.
This is a work made for 8th grade English about Canada. I consider this powerpoint one of my best.both content wise as visually. It talks about Canada's History, Sports, Food, Traditions, Holidays, Famous People and Environmental Aspects like the Niagara Falls. Enjoy and share if you like it.
Este é um trabalho que fiz no 8º ano para a disciplina de Inglês. Considero este powerpoint um dos meus melhores tanto no conteúdo como no aspecto visual. Fala da História, comida, tradições, feriados, pessoas famosas e ambiente do Canadá. Se for útil ponham gosto e partilhem.
The Seven Enablers & Constraints Of IT Service Management - Research Update 2011Pink Elephant
This paper represents an update to research into the critical success factors for ITSM projects Pink Elephant undertook in 2008. The findings of this paper examines each of the seven enablers and provides insight into their relative importance and impact on ITSM projects based on Pink Elephant’s research and our experience over the past 14 years.
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
FRAMEWORK Strategic alignment results from structuring t.docxhanneloremccaffery
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).
img
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 when all functions operate in harmony to achieve business results.
However, how these functions are managed directly impacts how strategic an organization is. A tall
skinny pyramid will generate far more value for a firm than a short fat one. For the rest of this chapter,
we explore each function in more detail and highlight the management issues the CIO and the IT
management staff must address to achieve strategic alignment.
Support Delivery
Support makes up all of the break-fix activity of the IT operations. It is the most fundamental and, in
many respects, the most important activity the IT organization engages in. Support includes the help
desk and monitoring organizations but also aspects of technical operations, such as system
administration, database administration, development, and business process analysts. All aspects of the
IT organization provide some level of support back to the business.
Support delivery is critical not because it is strategic but because it is the foundation from which
everything else is built. Put in simpler terms, if you are in the CEO’s office and her personal computer is
broken, what do you expect you will be discussing with her when you meet: supply chain strategy, or
why her PC has been down for the past four hours? Support is the function that all IT organizations are
engaged in regardless of size. In some IT organizations, support is all they are engaged in.
Support delivery involves several management decisions including scope, service levels, and overall
investment. A widely circulated metric asserts that most IT organizations spend 70 to 80 percent of their
budget sustaining existing systems. Whether this is the right level is the subject of some debate, but the
metric highlights the fact that support delivery is not only the foundation of all other aspects of the IT
organization, but it is also the dominant expense.
The key support delivery management challenge is to provide the right level of support cost effectively.
This balance is subtle but important. Although a corporation might enjoy IT support levels so h ...
201210 Insurance and Technology: Changing Times- How CIO's Can Increase Influ...Steven Callahan
Contributor to an article following Elite 8 winner announcements discussing how CIO's can increase their strategic influence and better enable their organizations to realize the benefits from technology.
For all business assignments, projects, slides and internship please contact me on below email:
rabi_117@hotmail.com
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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.
18Analysis of Organizational Behavior Issues i.docxRAJU852744
1
8
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
Abstract
In this paper, we will refer to the case study of Bremerton, Inc. (BI) to discuss some common pitfalls in organization structure caused by power mismanagement and inefficient organization hierarchy. Firstly, the issues in the case study project will be correlated with organizational behaviors that caused them. Then several alternative organizational behaviors and structures that could have prevented these issues will be discussed and support for the argument will be derived from classic Organizational Behavioral Theory. Our team has identified power abrogation, overly-redundant organizational hierarchical structure, incorrect delegation of authority and power, and failure to use empirical data to identify the issue as key organizational behavioral issues in this case study.
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
BREMERTON INC. (BI) is a worldwide integrated financial services company utilizing over 1000 individuals. It works in a profoundly competetive showcase condition where piece of the overall industry relies on name acknowledgment and comfort and flexibility of administrations and items. Following the traditional methods of practice and maintain the structure seems to be a big problem withing the organization. Accountability and transparency is important in any and every line of work.
Introduction
Current Situation (OB Issues)
The major problem with the organization is the lack of visibility that causses distrust and this is the vital thing that needs to be dealt with in addition to the below hierarchical issues, recorded beneath, likewise were uncertain:
1. Defining the marketable strategy to bolster and legitimize Threshold: As we have talked about finally somewhere else, there was contention and likely legitimate difference about the reasons for Threshold from a business perspective.
2. Deciding the way of thinking and general bearing of the upgraded IT framework abilities: Key executives secretly discussed whether exchange handling ought to be done halfway, or locally. The choice had significant financial and execution results. Issues of unwavering quality, cost, and client inclinations made a vague image of how best to move toward framework design. Without strong information, it was workable for every official to bolster either elective.
3. Responsibility for business items and administrations: Since the business course for both Bremerton and Threshold were not yet characterized, the variety of new items and administrations was additionally indeterminable.
4. Conceivable disposal of current business items, administrations, and procedures: Many may get out of date. Who ought to choose which, assuming any, of these may be changed or suspended, and who might control the ones that remained involved some concern and specubtion.
5. Everyday administration .
18Analysis of Organizational Behavior Issues i.docxaulasnilda
1
8
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
Abstract
In this paper, we will refer to the case study of Bremerton, Inc. (BI) to discuss some common pitfalls in organization structure caused by power mismanagement and inefficient organization hierarchy. Firstly, the issues in the case study project will be correlated with organizational behaviors that caused them. Then several alternative organizational behaviors and structures that could have prevented these issues will be discussed and support for the argument will be derived from classic Organizational Behavioral Theory. Our team has identified power abrogation, overly-redundant organizational hierarchical structure, incorrect delegation of authority and power, and failure to use empirical data to identify the issue as key organizational behavioral issues in this case study.
Analysis of Organizational Behavior Issues in IT Implementation Project at Bremerton, Inc.
BREMERTON INC. (BI) is a worldwide integrated financial services company utilizing over 1000 individuals. It works in a profoundly competetive showcase condition where piece of the overall industry relies on name acknowledgment and comfort and flexibility of administrations and items. Following the traditional methods of practice and maintain the structure seems to be a big problem withing the organization. Accountability and transparency is important in any and every line of work.
Introduction
Current Situation (OB Issues)
The major problem with the organization is the lack of visibility that causses distrust and this is the vital thing that needs to be dealt with in addition to the below hierarchical issues, recorded beneath, likewise were uncertain:
1. Defining the marketable strategy to bolster and legitimize Threshold: As we have talked about finally somewhere else, there was contention and likely legitimate difference about the reasons for Threshold from a business perspective.
2. Deciding the way of thinking and general bearing of the upgraded IT framework abilities: Key executives secretly discussed whether exchange handling ought to be done halfway, or locally. The choice had significant financial and execution results. Issues of unwavering quality, cost, and client inclinations made a vague image of how best to move toward framework design. Without strong information, it was workable for every official to bolster either elective.
3. Responsibility for business items and administrations: Since the business course for both Bremerton and Threshold were not yet characterized, the variety of new items and administrations was additionally indeterminable.
4. Conceivable disposal of current business items, administrations, and procedures: Many may get out of date. Who ought to choose which, assuming any, of these may be changed or suspended, and who might control the ones that remained involved some concern and specubtion.
5. Everyday administration ...
Strategic structures for aligning Cooperation_the Enterprise.pdfMalcolm Ryder
A comparison of four different organizational models for co-operative pursuit of goals. Emphasis is on distinguishing "enterprise" as a specific configuration rather than as a catch-all synonym for "business".
Inclusion is the Equity of Diversity 04.19.23.pdfMalcolm Ryder
In a society that contains multiple cultures, the ideas of multi-culturalism and diversity appear to be the same goal, but social behaviors have their own systems outside of culture that predispose inclusion or exclusion at any level of community. This description navigates and categorizes the constellation of terms and dynamics presumed to characterize equitable inclusivity in a heterogeneous culture.
A Semantic Model of Enterprise Change.pdfMalcolm Ryder
This presentation is a distillation of language used to describe the scope and configuration of change managed at the enterprise level. Its goal was to find a way to drastically reduce the vocabulary necessary to model managed change, and to have the model be far more intuitively familiar.
Being simple-minded about complexity does not help to understand it nor to work with it successfully. This breakdown abstracts and compiles the many aspects of recognizing, creating, and managing with complexity as is consistent across many different domains of effort.
As examples of wheels not needing to be reinvented, medicine and technical support both have profound and extensive practice knowledge in seeing through symptoms to causes, for problem-solving. That experience feeds back lessons learned into future designs of environments, processes and products or services - but also into problem-solving itself. This discussion arranges various aspects of that learning into a practical reference for maturing the decision-making capability needed on demand. This arrangement is work in progress.
We accept that everyone has Bias, and the study of that is exhaustive if not complete. But we continue to ask Why we have bias; the answer is that we need it.
Debating about design in the social media of business seems aimed at designing Design itself; but the results so far are not very persuasive. This is a significant knowledge management problem.
Change Management now requires a new perspective on management itself, to cope with the new normal of increasingly frequent and varied demand for change.
Alignment of Value and Performance - Reference modelMalcolm Ryder
Performance is meaningless unless it also amounts to needed value. The activity that generates this relationship is visible in a hierarchy of logical dependencies. The vocabulary for this visibilty is already very common; here it is also fully disambiguated.
As opposed to execution, delivery, and other common terms of progression, "production" is a perspective that directly relies on designing continuous value-driven activity, not on achieving a single prescribed outcome. Enabling active capability is the management concern, and value creation is the experience.
Management's relationship to complexity is clarified in this short piece based on revisiting basic definitions. No special domain expertise is required but the argument applies to all domains.
A meeting is a group behavior, and the value of the meeting will depend on why people will do what they do with it. This framework explains the cause and effect linkages occurring within a meeting that actually is needed instead of merely held.
Not all workgroups are teams, and teams may not be enough to cover the work needed to meet requirements. This framework identfies the scale of workgroup and scope of requirements that distinguishes one type of workgroup from another.
Waterfall was never so much of a development management method addressing a customer demand issue. Rather, it is a build management method addressing a product management issue. See how.
The future of work depends on the future of managed change. This overview identifies why work, as arranged by organizations, is modified both in practice and policy but must become focused primarily on why the worker works.
The design and redesign of organizations today more regularly pursues agility, but very often it thinks that a given model will cause it, rather than discovering its best model from knowing what agility needs. This discussion surveys the underpinning archihtecture of agility, from which to cultivate or discover a site's appropriate model(s).
The purpose of organization is to influence effectiveness, and the logic behind that is practiced through the model of organization. This notebook compiles a common logic behind all models of organization.
Managed Change efforts overall still fail at 66% to 75% of the time. This means that the prevailing perspective on how to "make" change is defeating most other factors. Here's why.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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2. If not the CIO, then Who?
CIO Responsibilities
The Clinger-Cohen Act of 1996 created the Chief Information Officer position and assigns to the CIO
these responsibilities:
1. Provide advice and assistance to senior managers on IT acquisition and management;
2. Develop, maintain, and facilitate implementation of a sound and integrated IT architecture*;
3. Promote effective and efficient design and operation of all major IRM processes for the agency,
including improvements to work processes.
* IT architecture - an integrated framework for evolving or maintaining existing IT and acquiring new
IT to achieve the agency's strategic goals and IRM goals.
– balancedscorecard.org
3. It’s good to be the king… of what?
Internal:
Strategic
Captive
Proprietary
Most conventional definitions of the CIO role have been easily agreed, but for the future they constantly remain in debate.
Additionally, the label “CIO” is now regularly threatened with being a misnomer. Information is still, by consensus, the lifeblood of the
business, but the CIO is neither the primary owner nor primary source of the information assets – much less a legislative controller.
As there is an internal “circulatory system” of the information, it still makes sense that processes, knowledge, and vital functional
components are all in the domain of a “chief officer” as the lead manager. However, because of innovations in the field, more and
more external systems beyond the enterprise boundary are in use internally. And because of new technologies, the emphasis has
actually shifted from what makes systems internal to what makes information internal.
Defining, enabling, and protecting “internal” is the most likely principle underlying the purpose of the CIO and the continuing
pathway to that role being strategic. The strategic value comes from successfully “creating” and sustaining the collection of the key
resource called internal information.
IT automation is essential to the CIO for realizing that plan, but the risk to the plan comes from the very same thing. Automation’s
ability to decentralize control means that a CIO must prioritize information surveillance and information policy above concerns for IT
facilities maintenance. Meanwhile, the definition of “internal” must evolve with the business, continually expressing how the “right”
information is having the “right” impact at the designated times. Performing that updating and clarification depends on having a
consultative relationship with other roles.
Therefore, an additional new threat to the CIO, stated somewhat dramatically, is an increasing tendency of independent Lines of
Business to autonomously play the CTO role. Aided by IT automation, the decentralization of the CTO role – which either complicates
or compromises the consultative relationship – is likely to be the single biggest threat to the CIO.
The CIO must explicitly project the terms and results of the distinctive value of the CIO role. This means insisting that the view of the
CIO’s “effectiveness” is based on the right criteria for a CIO as distinguished from things that belong to other roles. Given the current
world of IT evolving and expanding all around the company, the CIO’s most important role in business effectiveness is in managing IT
change to sustain the value of internal information.
8. Realization of the Plan
New technology that passes
evaluations for both viability and
feasibility can wind up in the IT
Portfolio for business-level
management.
The CIO, having the highest
awareness of feasibility, is then
in the central position to serve as
a business broker for IT
implementations while serving
as a business agent for IT
architecture – from both sides
establishing IT fitness to business
purpose. The key factors are the
quality of requirements analysis,
and the control of change.
Broker
Agent
9. A semantics of business value
Aligning execution and performance is not just a matter of determining “cause and effect”
Business Needs continue to change ahead of the current intentions and means. The complexity of
the enterprise comes largely from continually renovating to keep the company fit to its purpose.
Needs are normally translated into defined demand.
This definition includes accountability of what is requested and what is provided for. These aspects will be
constrained by strategy, including its objectives, policies, and allowances established by management.
Fitness to purpose is a response translated into defined supply.
This definition includes accountability of what is produced and what is employed. These aspects will be
constrained by competency, including its agreements, and availability established by management.
In the big picture, demand issues concern planning while supply issues concern realization.
The relationship of planned to realized, not cause and effect, is the reason why accountability and
responsibility is coordinated within the “Office Of X ”.
10. Internal Dynamics: the alignments of strategy and competency
In the abstract, strategy and
competency aim, respectively,
for optimal states of planning
and realization. But neither is
fixed. Rather, each is a continual
“best effort” in progress.
Produced
DEMAND
When the company’s intrinsic
demand (strategy) and supply
(competency) intersect, the
resulting configuration of the
enterprise, including both
internal and external actors,
addresses four general
requirements. Each general
requirement is an area in which
distinctive value is generated.
SUPPLY
Employed
Requested
DEVELOPING
SOURCING
Provided
RESOURCING
SUPPORTING
Four general types of requests represent the areas of business value generation in IT.
11. Value Chaining
There is an implicit assumption that
a business process can be designed
to integrate the four areas of value.
SUPPLY
Produced
Develop: order and specify
Source: contract and build
Resource: obtain and deliver
Support: implement and run
DEMAND
Such an integration tends to look
like a “lifecycle” (fulfilling initial
requirements), or more statically
like a hierarchy of dependency
(each higher layer needs the one
below it as a preconditioning
capability). Either way, the question
arises of who controls the process
and/or the hierarchy layers.
Employed
Requested
DEVELOPING
SOURCING
Provided
RESOURCING
SUPPORTING
Four primary areas of value may be pursued, independently (each with its own processes),
and/or co-operatively (with a common higher-level process).
13. Snapshot of example related programs
This view highlights a landscape
of four major internal value
programs having increasingly
explicit influences on each
other.
From the locations in the matrix
of demand and supply, each
program has a different basic
impact, while each also exists in
the context of the other three.
Produced
DEMAND
Each program is in progress to
bolster the business’s desired
impact of internal outcomes on
its external outcomes. A
program’s impacts also include
both current and future ones.
SUPPLY
Employed
Requested
Innovation
KM /
Professional Services
Provided
Organizational Change
IT Services / XaaS
Each program needs accountability for performance, and needs responsibility for execution. For a
given CxO, the question is whether a given program’s proper scope goes beyond that CxO or not.
Additionally, a given program may be constrained by some other program.
14. The CIO Effect – Incorporate New Technology
New technology modifies infrastructure, with replacements, modifications
or extensions. But the reason for the modifications must be represented by
a business case. The importance of the business case is in its relevance to
current and impending demand.
The semantics of Demand emphasize asking for the right thing, and
committing to the investment in acquisition
Develop: order and specify
Resource: obtain and deliver
To address the downstream (future) readiness and value of internal
information, the CIO should engage CTOs and CMOs to have them present
requirements and options. Those data become part of the formulation of
the IT Strategy that will need to be supported by programs and decisions
focused on meeting Demand and the accountability of demand.
The CIO derives the IT Change Management Plan from the IT Strategy and is
the chief change manager.
The IT Change Management Plan is demand-oriented (structured as a
development that must be resourced) but it also publishes the sourcing
adjustments to the accountable and responsible parties. In this effort, the
COO is the natural partner of the CIO, clarifying the operational state of the
business for review by other CxOs.
Requirements vetted by CMOs, and technology
validation by CTOs, allows CIOs and COOs to manage
internal IT evolution in a rational, continual way.