This document describes an enterprise framework for ensuring stakeholder investments are protected and investor interests are maximized. It discusses features like focusing on strategic decisions rather than operations, functional integration across departments, and knowledge management. The framework utilizes a management accounting and control system (MACS) and can be implemented using different business models like product licensing, software as a service, or consulting services. It contains over 500 features focused on different industries and business functions. The goals are flexibility, disruptive technology, and a focus on key areas like people performance, communications, asset management, and processes.
Learn the key success factors that banks must address to differentiate mobile offerings and provide industry-leading capabilities that drive customer satisfaction.
Learn how to:
Navigate the diverse digital payments “ecosystem”
Support customer loyalty and retention
Gain valuable customer insights from mobile data
Achieve symmetry with other mobile trends
Leverage core legacy technology investments
Demonstrate return on investment
A corporate presentation from Adysa Group outlines their services in information and communication technologies (ICT) to optimize business processes and increase competitiveness and productivity for companies. Adysa Group focuses on process consulting and controlling the major areas of a business like sales, marketing, finance, HR, projects, logistics and information systems. They apply the latest technologies through proven strategies and have experience improving processes for over 12 years for hundreds of customers.
SilverStorm "Credibility and Collaboration to achieve excellence in IT Govern...SilverStormSolutions
"Credibility and Collaboration to achieve excellence in IT Governance"
So how are we at SilverStorm helping CIO´s Transform IT?
For us it´s simple, Transforming IT means raising the credibility of IT to gain the collaboration of others throughout the organization.
The first step: Increase “CREDIBILITY”.
The second step: Increase “COLLABORATION”.
Without “Credibility” there can never be “Collaboration”
We are helping our customers achieve measurable benefits by combing processes, people and technology.
The document provides an overview of IMC's mergers and acquisitions services. IMC has over 25 M&A advisors within its global network of 100 professionals. They offer strategic planning, target evaluation, deal management, and integration services to support both acquisition and sale transactions. Their hands-on advisors draw on cross-sector experience to develop winning strategies, avoid risks, and plan for deal success.
Minacs Spend Smart is an innovative spend management methodology that combines procurement fundamentals with modern techniques to strategically move legacy in-house buying activities to leveraging external capabilities. It provides a seamless set of outsourced procurement services including sourcing and category management, sourcing support, and purchasing operations. Minacs claims it can achieve significant negotiated savings and benefits for clients through its global skills, comprehensive solutions, and focus on capturing sustained value.
The document discusses HP's IT Performance Suite, which includes Executive Scorecard (XS) and Enterprise Collaboration (EC). It focuses on using metrics to measure and improve IT performance across planning, building, and operating phases. The suite provides solutions for areas like financial management, security, application lifecycle management, and more to help organizations understand, execute systematically, and continuously improve business outcomes and IT.
The document provides an overview of HP's IPG vertical approach to selling document workflow integration services. It discusses IPG's focus on specific vertical industries and identifying document-centric business problems. It also outlines the typical sales process, including conducting assessments, proofs-of-concept, and product implementations. Contact information is provided for IPG industry experts who can help with various sectors such as healthcare, financial services, and manufacturing.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
Learn the key success factors that banks must address to differentiate mobile offerings and provide industry-leading capabilities that drive customer satisfaction.
Learn how to:
Navigate the diverse digital payments “ecosystem”
Support customer loyalty and retention
Gain valuable customer insights from mobile data
Achieve symmetry with other mobile trends
Leverage core legacy technology investments
Demonstrate return on investment
A corporate presentation from Adysa Group outlines their services in information and communication technologies (ICT) to optimize business processes and increase competitiveness and productivity for companies. Adysa Group focuses on process consulting and controlling the major areas of a business like sales, marketing, finance, HR, projects, logistics and information systems. They apply the latest technologies through proven strategies and have experience improving processes for over 12 years for hundreds of customers.
SilverStorm "Credibility and Collaboration to achieve excellence in IT Govern...SilverStormSolutions
"Credibility and Collaboration to achieve excellence in IT Governance"
So how are we at SilverStorm helping CIO´s Transform IT?
For us it´s simple, Transforming IT means raising the credibility of IT to gain the collaboration of others throughout the organization.
The first step: Increase “CREDIBILITY”.
The second step: Increase “COLLABORATION”.
Without “Credibility” there can never be “Collaboration”
We are helping our customers achieve measurable benefits by combing processes, people and technology.
The document provides an overview of IMC's mergers and acquisitions services. IMC has over 25 M&A advisors within its global network of 100 professionals. They offer strategic planning, target evaluation, deal management, and integration services to support both acquisition and sale transactions. Their hands-on advisors draw on cross-sector experience to develop winning strategies, avoid risks, and plan for deal success.
Minacs Spend Smart is an innovative spend management methodology that combines procurement fundamentals with modern techniques to strategically move legacy in-house buying activities to leveraging external capabilities. It provides a seamless set of outsourced procurement services including sourcing and category management, sourcing support, and purchasing operations. Minacs claims it can achieve significant negotiated savings and benefits for clients through its global skills, comprehensive solutions, and focus on capturing sustained value.
The document discusses HP's IT Performance Suite, which includes Executive Scorecard (XS) and Enterprise Collaboration (EC). It focuses on using metrics to measure and improve IT performance across planning, building, and operating phases. The suite provides solutions for areas like financial management, security, application lifecycle management, and more to help organizations understand, execute systematically, and continuously improve business outcomes and IT.
The document provides an overview of HP's IPG vertical approach to selling document workflow integration services. It discusses IPG's focus on specific vertical industries and identifying document-centric business problems. It also outlines the typical sales process, including conducting assessments, proofs-of-concept, and product implementations. Contact information is provided for IPG industry experts who can help with various sectors such as healthcare, financial services, and manufacturing.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
The document discusses innovations in finance through the use of SAP software. It highlights key themes in finance transformation such as standardization, alignment, visibility, efficiency, and innovation. The document outlines benefits customers have experienced such as reduced costs, improved forecasting and planning, and better regulatory compliance. It also discusses how new technologies like in-memory computing and mobile apps can further help finance departments execute more strategically and drive sustainable growth.
Logica is a leading IT and business services company operating globally with 39,000 employees across 36 countries. It provides business consulting, systems integration, and outsourcing services. Logica works closely with customers to help them increase efficiency, accelerate growth, and manage risk through applying industry knowledge, technical excellence, and global delivery expertise. Logica is listed on the London Stock Exchange and Euronext. More information is available at www.logica.com.
Capability + Maturity = Value
Move away from scatter gun improvement projects. Use a measured focused approach to improve IT Capability and deliver real business value
Gmid associates services offerings in analyticsGurinder Dua
Gmid Associates provides analytics and data solutions to help clients make better business decisions. The document discusses Gmid's capabilities which include data mining, descriptive analytics, predictive analytics, and dashboard tools. It also outlines their service offerings tailored for industries like financial services, telecom, retail, and others. Case studies demonstrate how Gmid has helped clients with challenges like customer profiling, churn prediction, cross-sell strategies, and inventory management.
Business intelligence can help telecom companies analyze customer transaction data to better understand customer behavior, identify at-risk customers, and uncover new opportunities for growth. This customer insight allows telecom providers to improve customer retention, target marketing efforts more effectively, and make data-driven decisions to lower costs and increase profits. HCL provides business intelligence and analytics services to help telecom companies gain strategic and competitive advantages through insights derived from customer data.
Technology in support of utilities challengesAitor Ibañez
This document discusses the need for new technology to help utilities companies address challenges from rapidly growing data volumes and the need for extreme performance, massive integration capabilities, and business process automation. Specifically, it notes the need for engineered systems capable of handling large, unstructured data; seamless integration across boundaries; and event-driven architectures. It provides an example technology - the Oracle Exadata database machine - designed to eliminate performance trade-offs through a scalable grid architecture combining database and storage servers.
Enterprise Governance: The Impact of Enterprise Governance on Effective Proje...Zulkefle Idris
3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).
This document discusses how organizations can optimize their business through the use of information and analytics. It describes how the world is becoming more instrumented, interconnected and intelligent, creating both opportunities and challenges for organizations regarding data volume, variety and velocity. The document advocates that organizations can gain insights, make better decisions and outperform competitors by leveraging analytics at the point of impact across their business. It also outlines IBM's capabilities and solutions for business optimization, including industry-specific approaches, predictive analytics, information governance and workload-optimized systems and services.
The document outlines strategies for companies to leverage customer intelligence, focus on process efficiency, help sales teams become more effective, and optimize interactions with customers in order to succeed during an economic downturn. It provides examples of how Oracle products like CRM, loyalty management, and self-service solutions can help companies implement these strategies.
This document provides an overview of the retail industry and enterprise architecture review. It discusses the business overview of retail, trends and challenges in the industry, the current state architecture, and future state architecture. It also covers topics like supply chain management, merchandizing, point of sale systems, payments, digital signage, and solutions from major vendors like Oracle, SAP, and Cap Gemini.
The document outlines key information systems practices and indicators that are evaluated. It is divided into sections on planning practices, administrative practices, delivery practices, and strategy and direction, resource management, financial management, and quality management best practices. The best practices sections list indicators such as maintaining an I/S strategy aligned with business needs, ensuring proper budgeting and cost/benefit analysis of projects, and having quality management practices such as portfolio management and a commitment to quality assurance.
The document discusses how supply management can better inform integrated business planning processes. It argues that supply management needs to have a seat at the table and prepare by assessing risks, building an analytical foundation, and creating opportunities through various scenarios. These scenarios could leverage opportunities through collaboration, contract structuring, and strategic purchasing approaches. Getting supply management involved helps ensure decisions are made using a holistic perspective rather than just individual functional views.
The document discusses using tablets as part of an infrastructure to enable various business applications. It notes that a single tablet has limited uses but that connecting tablets to a backend platform allows for easier use, lower costs through volume purchases, and many new applications across business functions like sales, marketing, customer service, manufacturing and more. It provides examples of potential applications including learning management, signage, TV integration, monitoring, ticketing, sales catalogues, and more. The overall message is that a backend platform can significantly expand what is possible with a fleet of connected tablets versus individual standalone tablets.
The document tells the story of 5 green and speckled frogs sitting on a log through subtraction. Each line subtracts 1 frog from the previous number, counting down from 5 frogs to 0 as each frog jumps into the pool.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
The document discusses innovations in finance through the use of SAP software. It highlights key themes in finance transformation such as standardization, alignment, visibility, efficiency, and innovation. The document outlines benefits customers have experienced such as reduced costs, improved forecasting and planning, and better regulatory compliance. It also discusses how new technologies like in-memory computing and mobile apps can further help finance departments execute more strategically and drive sustainable growth.
Logica is a leading IT and business services company operating globally with 39,000 employees across 36 countries. It provides business consulting, systems integration, and outsourcing services. Logica works closely with customers to help them increase efficiency, accelerate growth, and manage risk through applying industry knowledge, technical excellence, and global delivery expertise. Logica is listed on the London Stock Exchange and Euronext. More information is available at www.logica.com.
Capability + Maturity = Value
Move away from scatter gun improvement projects. Use a measured focused approach to improve IT Capability and deliver real business value
Gmid associates services offerings in analyticsGurinder Dua
Gmid Associates provides analytics and data solutions to help clients make better business decisions. The document discusses Gmid's capabilities which include data mining, descriptive analytics, predictive analytics, and dashboard tools. It also outlines their service offerings tailored for industries like financial services, telecom, retail, and others. Case studies demonstrate how Gmid has helped clients with challenges like customer profiling, churn prediction, cross-sell strategies, and inventory management.
Business intelligence can help telecom companies analyze customer transaction data to better understand customer behavior, identify at-risk customers, and uncover new opportunities for growth. This customer insight allows telecom providers to improve customer retention, target marketing efforts more effectively, and make data-driven decisions to lower costs and increase profits. HCL provides business intelligence and analytics services to help telecom companies gain strategic and competitive advantages through insights derived from customer data.
Technology in support of utilities challengesAitor Ibañez
This document discusses the need for new technology to help utilities companies address challenges from rapidly growing data volumes and the need for extreme performance, massive integration capabilities, and business process automation. Specifically, it notes the need for engineered systems capable of handling large, unstructured data; seamless integration across boundaries; and event-driven architectures. It provides an example technology - the Oracle Exadata database machine - designed to eliminate performance trade-offs through a scalable grid architecture combining database and storage servers.
Enterprise Governance: The Impact of Enterprise Governance on Effective Proje...Zulkefle Idris
3rd Speaker Slide - "Enterprise Governance: The Impact of Enterprise Governance on Effective Project Delivery" by Mohamed Sidique Abdul Hamid, Principal Coach Certified in Governance of Enterprise IT (CGEIT - ISACA).
This document discusses how organizations can optimize their business through the use of information and analytics. It describes how the world is becoming more instrumented, interconnected and intelligent, creating both opportunities and challenges for organizations regarding data volume, variety and velocity. The document advocates that organizations can gain insights, make better decisions and outperform competitors by leveraging analytics at the point of impact across their business. It also outlines IBM's capabilities and solutions for business optimization, including industry-specific approaches, predictive analytics, information governance and workload-optimized systems and services.
The document outlines strategies for companies to leverage customer intelligence, focus on process efficiency, help sales teams become more effective, and optimize interactions with customers in order to succeed during an economic downturn. It provides examples of how Oracle products like CRM, loyalty management, and self-service solutions can help companies implement these strategies.
This document provides an overview of the retail industry and enterprise architecture review. It discusses the business overview of retail, trends and challenges in the industry, the current state architecture, and future state architecture. It also covers topics like supply chain management, merchandizing, point of sale systems, payments, digital signage, and solutions from major vendors like Oracle, SAP, and Cap Gemini.
The document outlines key information systems practices and indicators that are evaluated. It is divided into sections on planning practices, administrative practices, delivery practices, and strategy and direction, resource management, financial management, and quality management best practices. The best practices sections list indicators such as maintaining an I/S strategy aligned with business needs, ensuring proper budgeting and cost/benefit analysis of projects, and having quality management practices such as portfolio management and a commitment to quality assurance.
The document discusses how supply management can better inform integrated business planning processes. It argues that supply management needs to have a seat at the table and prepare by assessing risks, building an analytical foundation, and creating opportunities through various scenarios. These scenarios could leverage opportunities through collaboration, contract structuring, and strategic purchasing approaches. Getting supply management involved helps ensure decisions are made using a holistic perspective rather than just individual functional views.
The document discusses using tablets as part of an infrastructure to enable various business applications. It notes that a single tablet has limited uses but that connecting tablets to a backend platform allows for easier use, lower costs through volume purchases, and many new applications across business functions like sales, marketing, customer service, manufacturing and more. It provides examples of potential applications including learning management, signage, TV integration, monitoring, ticketing, sales catalogues, and more. The overall message is that a backend platform can significantly expand what is possible with a fleet of connected tablets versus individual standalone tablets.
The document tells the story of 5 green and speckled frogs sitting on a log through subtraction. Each line subtracts 1 frog from the previous number, counting down from 5 frogs to 0 as each frog jumps into the pool.
The document describes the Clextra platform, a software as a service (SaaS) offering that provides enterprise applications and services hosted online. Key features of the Clextra platform include expert support, customizable and scalable subscription plans, data services like import/export and analytics, and hosting of applications for finance, HR, procurement and other functions. Customers benefit from lower costs, automatic upgrades, reduced IT overhead, and access from anywhere compared to traditional on-site software licensing.
Security & Risk are TWO sides of the same coin. The Risk side touted as GRC is the opposite of i3S (Integrated Safety, Security & Surveillance). Even Homeland Security could learn something from us.
A sales consortium provides resources at variable costs to grow wealth through a sales-driven approach rather than fixed costs. It offers a portfolio of products and support services. Revenue is shared between marketing, sales, order management, execution and support. The consortium aims to be a single point of contact for customers' needs through integrated sales of products, channels, and services. It provides transition phase support to customers to reduce costs and time to achieve targets.
Clextra is an enterprise software tool that can serve as the main collaborative communications system for governments. It includes modules for management accounting and control, project management, and collaborative communications. Clextra aims to provide the lowest total cost of ownership and highest return on investment for stakeholders. It helps ensure successful projects through features for detailed planning, appropriate staffing, robust systems, and thorough monitoring. Clextra's tools can help large projects by providing clarity of vision and objectives, an implementation strategy, and effectiveness of execution that enables accountability.
Assess people correctly, early and regularly. Use tools, appraisal systems, some profiling is inevitable. Bring advertising demographics, psychographics into play. Competency Mapping, Metrics and Gaps are integral to People Development.
This document discusses the challenge of identifying potential threats or "bad apples" within a large population. It notes that current solutions like mass surveillance violate privacy and human rights. The document proposes an alternative approach using community-based methods to identify and group "haystacks" or subsets of the population that may warrant closer monitoring. Key individuals within these groups would have a risk rating assigned based on gathered information, with the goal of early identification of potential threats while respecting individual rights and privacy. An integrated technological solution is offered to enable this ongoing, adaptive process of gathering and analyzing information across groups.
1. Systems thinking training can help organizations understand how different elements like production, sales, financing, and people interact as a whole system. It is applicable to manufacturing, services, and technology firms to help manage complexity and make balanced decisions.
2. Providing periodic "stimuli" can help activate people's creativity, innovation and motivation to complete tasks, even though motivation cannot be forced.
3. Successful project execution relies on effectively managing both the intangible aspects of individuals and teams like skills and motivation, as well as tangible aspects like finances, resources and metrics. Managing the relationship between these factors is important.
This document discusses People Risk Assessment & Yield (PRAY), a model for assessing and managing risks related to people in an organization. It notes that people risk is often overlooked despite people being at the core of many operational risks. The PRAY model takes a bottom-up approach to quantify people risks through various inputs from HR, recruitment/screening processes, incident reporting, and performance reviews. It aims to identify the 20% of people who account for 80% of risks. The PRAY model evaluates people based on their role, subordinates, and accountability for resources to determine appropriate actions like rewards, punishments, or training to manage people risks. The model can be implemented with different levels of complexity.
The white paper discusses the risks associated with "make" versus "buy" decisions for businesses. It outlines several risks involved with manufacturing internally ("make") like maintaining infrastructure and dealing with supply chain issues. For outsourcing ("buy"), the risks include complexity in supplier relationships and procurement challenges. The paper then introduces the SCRAY (Supply Chain Risk Assessment and Yield) model and platform that businesses can use to identify, measure, and manage risks across their entire supply chain from suppliers to customers. Implementing this three-tiered approach through customized tools and services can help companies gain visibility into risks and make more informed decisions.
Clextra is a portal and intranet software that can be customized for any business to improve communication, collaboration, and productivity. It offers over 400 features organized into modules for functions like finance, HR, inventory, communications, and more. Businesses of any size can implement the basic version with standard features, or scale up to intermediate or advanced versions that integrate Clextra with other applications. The software is browser-based, requires minimal IT support, and aims to provide a low total cost of ownership. It can be used as a company's sole software or to supplement an existing system like ERP.
eGovernance the way it needs to be done. You need a think-tank and a thinker to moderate and facilitate it. handle the multiple stakeholders, short term, medium term and longer term vision keeping in mind budgets and resource constraints.
Cloud backend for a LARGE network of Smartphones and TabletsEdgevalue
This document discusses potential applications and uses of tablets when networked together or with a backend system. It describes how tablets can be used for consumer and business purposes such as home controls, ebooks, video conferencing, and more. It also discusses the benefits of networking tablets such as lower costs from volume purchases, portability, and business potential. Infrastructure concepts that may need to be added when networking tablets are also mentioned.
5th generation training is an SBT. 1st you had user & technical manuals. 2nd you had overhead and slide projectors. Then came VHS NTSC and PAL video based training. 4th came CBT (Computer Based Training) supplied on CDs and DVD's. The 5th is on a hard-disk deployed integrated into the cloud online with controlled access to free, paid-for OR allowed groups only.
An integrated and holistic approach to a lifelong teaching and learning practice for anyone. Formal, informal, fun, media, entertainment, business or a lifestyle.
The document outlines functional modules across strategic, tactical, and operational levels for various areas including management, delivery, data capture, finance, administration, and more. At the strategic level there are features for long-term planning and direction setting. Tactical level features focus on short-term goals and operations level features involve day-to-day processes and metrics. In total there are over 200 different features grouped across these three levels to support various business functions.
The document outlines a range of business models, best practices, workflows, and proven methodologies available through clextra across various domains including business management, finance, sales, human resources, inventory, logistics, communications, manufacturing, information technology, execution, services, and training. Specific options listed include ERP, CRM, balanced scorecard, cash flow management, HR systems, inventory management, supply chain management, communications portals, manufacturing execution, and learning management systems.
Data Loss Prevention technologies are needed to protect data coming into and leaving the organization. There are a number of problems and challenges with the many vendors supplying DLP technology. This presenation reviews some of the Myths around Data Loss Prevention.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
This presentation was given at GRC Conference in Boston (October 2010) and explains the importance of measuring performance for real value. It goes into the world of metrics and balanced scorecards
This document provides a summary of Philippe Abeille's professional experience and qualifications. It outlines his expertise in areas such as project management, finance, supply chain management, and business process management. It also lists the various software programs and tools he has experience with, including Microsoft Dynamics AX, CRM, and SQL Server. His background includes over 30 years of experience consulting on business and IT projects across multiple industries internationally.
MindChips is an IT consulting and services firm that addresses business needs through strategic use of technology. It offers application development, IT effectiveness consulting, and sourcing advisory services. MindChips has experience delivering large projects for insurance, manufacturing, and professional services clients. It aims to foster innovation, improve speed and quality, and help clients reduce costs through flexible resourcing models.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
Power the Connected Enterprise with Cloud Integration and Master Data Managem...Darren Cunningham
This document discusses how three companies - OppenheimerFunds, Logitech, and Interstate Batteries - are using master data management (MDM) and cloud integration solutions from Informatica to gain a complete view of customer data across various systems and drive business outcomes. Representatives from each company discuss how MDM is helping to improve data quality, accelerate processes, and enable a 360-degree view of customers. The document also provides an overview of Informatica's long-standing partnership with Salesforce and cloud-based MDM capabilities.
Financial Management For It Services BrochureAshley Rowe
This two-day conference in Orlando, Florida will address challenges in cost containment, IT chargeback models, procurement, and asset management. Industry leaders will share strategies for evaluating total spend, activity-based cost modeling, forecasting billing based on consumption, and optimizing spending decisions. Attendees can benchmark against other professionals and access resources on virtualization approaches and emerging trends.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
SVP Advisors is an international management consulting firm for the Telecommunications, Media and Technology (TMT) sector, with expertise in regulation, economic modelling, business strategy and corporate finance.
Established by seasoned professionals in 2006, we have earned over time a solid reputation within the TMT sector thanks to our quantitative and practical approach to problem solving.
Our work combines various disciplines such as economics, econometrics, finance, accounting, marketing and engineering. Our international client base includes telecom operators, media and internet companies, telecom regulators, international organisations and financial institutions.
Global Networking and Offshoring HCL - Operations strategyAnkur Verma
Global networking refers to methods that connect all departments, offices, and subsidiaries of a corporation across international borders, bringing challenges like different time zones and standards. Offshoring involves relocating business processes or facilities to foreign countries to reduce costs. HCL is a leading global IT company founded in 1976 with over 80,000 professionals operating in 31 countries. It has expanded through offshoring by acquiring foreign companies and establishing joint ventures to address opportunities in markets like finance. While most functions can be offshored, there are risks to consider like lower savings than expected or inadequate local skills that companies try to mitigate through strategies like supplier development.
SVP Advisors is an international management consulting firm established in 2006 specializing in regulation, economic modeling, business strategy, and corporate finance for the telecommunications, media, and technology sector. The firm has offices in Madrid, Miami, and an associate office in Bangalore, and has worked with clients in over 15 countries. SVP Advisors' team of experienced partners provide services including regulatory strategy, competition analysis, business planning, and transaction support to telecom operators, regulators, and financial institutions.
Intellix Fact Consulting® GmbH Professional services full-2-GOMarc Meissner
Intellix Fact Consulting provides business intelligence, analytics, data management, and managed IT services. They have over 70 consultants and have completed over 37 projects in Central Europe. Their services include implementing dashboards and reports, integrating systems, and providing 24/7 support. Intellix aims to help clients address common challenges like unclear BI strategies, lack of data management, and inadequate skills. They offer a flexible managed services model to reduce costs and risks while focusing on core business.
SVP Advisors is an international management consulting firm established in 2006 specializing in regulation, economic modeling, business strategy, and corporate finance for the telecommunications, media, and technology sector. The firm has offices in Madrid, Miami, and an associate office in Bangalore, and has worked with clients in over 15 countries. SVP Advisors' team of experienced partners provide services including regulatory strategy, competition analysis, business planning, and transaction support to telecom operators, regulators, and financial institutions.
The document discusses how CIOs are increasingly taking on a "venture capitalist" mindset to manage technology portfolios in a way that drives business value. Specifically:
1) CIOs are managing their portfolio of IT projects, assets, vendors, and talent like a VC manages investments - continually evaluating performance in terms of value, risk, and reward.
2) CIOs with a VC mindset evaluate each element of the IT portfolio in a way that business leaders understand, communicating quantitative and qualitative value to the business.
3) To be effective, CIOs also need skills like evaluating emerging technologies and predicting how the landscape will evolve for their business, customers, and partners.
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
Loudoun SBDC Information Technology (IT) Investment CIO and Due Diligence Str...Ted McLaughlan
Information Technology (IT) concerns and strategies a Chief Information Officer (CIO) deals with are equally relevant for small businesses and startups, as they are for larger businesses. A presentation to the Loudoun Small Business Development Center (SBDC).
How to Build a Large Format CDIT / Specialty Store business PESHWA ACHARYA
The document outlines a plan to build out the functional structure and operating model for a large format pan-India CDIT/technology retail business. It discusses establishing core functional areas of supply chain, retail operations, and merchandising/product management. The objectives are to construct core business processes, develop reporting tools, define performance metrics, and identify needed organizational structures to optimize efficiency and business results. A tailored operating model is recommended that is built around customer needs and differs by product category attributes.
This document outlines a 360 degree online testing solution for any type of learning, teaching, or coaching. It describes 5 phases for administering a test: 1) creating and managing the test, 2) administering the test, 3) scoring the test, 4) publishing results, and 5) generating certificates. Key features include creating tests with various question types, assigning tests to students, automated or manual scoring, publishing results, and generating certificates. The solution aims to provide a scalable online platform for remote testing that institutions and enterprises can use to evaluate students, participants, and candidates.
This document discusses why IT software and services like Clextra are not suitable for most small and medium enterprises (SMEs) in India. It notes that SMEs in India are typically family-run businesses with one decision-maker who is older, resistant to change, and not educated in modern management practices. They avoid transparency that could reveal tax evasion and pay employees very low wages. The costs of IT solutions are also seen as unaffordable. While Clextra may be the best software for management, collaboration, and transparency, getting SME owners to adopt such changes would be extremely challenging given their mindsets and ways of operating.
Assess people correctly, early and regularly. Use tools, appraisal systems, some profiling is inevitable. Bring advertising demographics, psychographics into play. Competency Mapping, Metrics and Gaps are integral to People Development.
With all the focus on Healthcare. Lowering costs, Out-sourcing. Generic drugs. HL7 & HIPAA getting the bigger picture and ensuring SOCIAL and BUSINESS needs are merged is important. Corporate Social Responsibility, Ethics, Values, Transparency ALONG with Business, Revenue, Profit, Patents, Trade-secrets & IPR.
The document outlines various accounting, management, and personal management features available through the Clextra platform. Some of the key strategic accounting features mentioned include tracking cash flow and assets, cost/revenue center management, consolidated budgeting, and demand planning. Tactical accounting features include activity-based costing and pricing, intangible asset management, and inventory management. Personal features allow users to manage calendars, cash flow, skills/competencies, travel logs, and more for self-management and reporting purposes.
The document promotes an investment in the PRAY (People Risk Assessment & Yield) model, which is a comprehensive single-point solution for addressing people risk. It offers expertise and advisory services, staffing options, risk management platforms and tools, and ongoing or one-off services to help organizations govern, manage risks, and ensure compliance that are related to people. People are at the core of risk, so the PRAY model aims to provide control and yield from properly assessing and addressing human factors.
RiskPro provides specialized risk consulting services to help large corporations and banks manage risks. It offers a comprehensive framework to identify, measure, and manage various risk areas.
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
Clextra features benefits
1. Enterprise Framework to
ensure Stakeholder(s)
Investments are safe and
Investor Interests are
maximised.
“Everything else is jargon”
2. The Software Enable, Tools Suite,
Product & Platform.
Business Model(s),
Methods, Systems,
Workflow,
Process, Standards,
Systems &
Campaigns.
The Firm!
Consultant(s)
& Expert(s)
Individual(s) OR Firm(s)
3. In a Nutshell
Features Benefits
1. Focus on Strategic and Tactical 1. VisionMission alignment, Execution,
rather than Operational. Monitoring and Efficacy of Decisions.
2. Functional Integration 2. NOT Modular, nor limited to HR,
Finance, Sales, Marketing, Delivery,
Logistics etc. No dependency on IT and
Techies.
3. Knowledge Management, 3. Not just data, Software and IT.
Options of Business Models,
Select a Global Best Practice
4. Open Architecture; Linux / unix
and Open. 4. Work with existing investments in IT.
Less dependency on the Consulting Big
5. Biological design. Boys with improved security and
control.
6. Low Total Cost of Ownership; 5. Focus specific – extremely flexible.
Quick Return on Investment.
7. Works with lower PC 6. TCO of 30% and less than Global
Penetration. Competition.
7. Lower costs; Bridge the digital Divide
with a flatter and leaner organisation
with a dis appearing Corporate Ladder.
8. Project Management 8. Large Multiple Complex Collaborative
Projects – Controlling Risk
9. MACS 9. Effective Management Accounting and
Control System.
4. Management Accounting &
Control System (MACS)
Financial Accounting Management Accounting
Audience External stockholders, creditors, Internal workers, managers and
tax authorities executives.
Purpose Report on past performance to Inform internal decisions made by
external parties; contracts with employees and managers, feedback
owners and lenders. and control on operating
performance.
Timeliness Delayed historical Current, future oriented.
Restrictions Regulated; rules driven by No regulations. Systems and
generally accepted accounting information determined by
principles and government management to meet strategic,
authorities. tactical and operational needs.
Type of Financial measurement only Financial plus operational and
Information physical measurements on
processes, technologies, suppliers,
customers and competition.
Nature of Objective, auditable, reliable, More subjective and judgemental,
Information consistent, precise. valid, relevant and accurate.
Scope Highly aggregate. Report on Dis-aggregate; drill-down; information
entire organisation. on local decisions and action.
5. Trying to describe
A. MACRO …. Category.
q It’s a KM Tool. (Knowledge Management)
q ERP.
q BI. (Business Intelligence and Business Modeling).
q DSS. (Decision Support System)?
q SI. (Systems Integration) Tool?
q Software for Software? OR Framework for Consulting?
q SaaS. (Software as a Service).
q New Economy Information Management Tool?
q Decision Execution System.
B. Micro …
q MODULAR – Functional …
• HRPMS. Finance. Sales. Logistics. HeadOffice
q MODULAR – Area …
• Documentation. Management; Sales Incentives Management; PMS;
q MODULAR – Services …
• Endofday Consolidation; PostdatedCheque Management; Performance
Appraisal; Assessments; Verification System; Risk Metrics System; Cardholder
database System …
q MODULAR – Industry …
• TeleComm.; Education; Retail; Agro. Manufacturing;
q MODULAR – Digital Content Delivery.
6. Business Models
1. Product.
• Servercentric N Managers X users License.
• Select from 60+ Modules, 500+ Features.
• Pay for what you use – Use what you pay for.
2. SaaS; ASP OR Software on Demand
• Captive or Shared; VPN or Internet Deployed.
• Per transaction or Per month usage.
3. Consulting or Practice
i. Business Model. Strategy Alignment. Programme
Priorities.
ii. Product selection, configuration & deployment to
meet Model or Programme.
iii. Managed Services. (Fixed or variable, Staffing, out
sourced and related options).
8. Your focus
MACS HR CIS CRM SCM PLM PIE
1 IT and ITES A A A
2 Manufacturing A A A A A A A
3 Trading A A A A A A A
4 Agriculture A A A A A A
5 Aviation A A A A A A A
6 Education A A A A
7 Retail A A A A A A
8 TeleComm. A A A A A A A
9 Convergence A A A A A
10 Banking/Insurance A A A A A A
MACS = Management Accounting & Control System, Finance
HR = Human Resources
CIS = Customer, Supplier, Distributor and/or Retailer Information System
CRM = Marketing, Sales, Customer Support & Quality Assurance. After Market Services.
SCM = Procurement, Purchase, Warehousing, Logistics, Inventory, BillofMaterials
PLM = Capacity, Plan, Make or Buy, In and Field Stocking, Installed Base, AfterMarket potential
PIE = Workflow, Documentation, Process Improvement, Cycletime reduction, Cost Controls.
9. • Different purposes at different times;
depending on the Market circumstances
and Current Internal needs. Example our
‘Top 3’ priorities this Quarter …
e fit • Like a newspaper; you read only what
B en you want, when you want it and what
concerns you that day. Everyone gets the
Key same daily.
• Imagine … if the Team can can use
1. Flexibility different parts of the multipurpose tool
at the same time ...
10. 2. Disruptive Technology HR IT
Culture A Culture B
Management
Finance Management
Finance
Mfg.Delivery
Mfg.Delivery
HR IT
Field Forces Suppliers &
Logistics
Customers
Field Forces Suppliers &
Logistics Customers
Finance Mfg.Delivery
Management HR IT
Field Forces Suppliers &
Logistics Customers
New Economy Culture C
11. 3. Focus on FOCUS
ef it 1. People. Performance vs
B en 2.
Behaviour.
Collaborative Communications.
Key 3. Asset and Investment
Performance Management.
4. Cash.
5. Balanced Scorecard.
i. Financial Perspective.
ii. External Customers Perspective.
More iii. Internal Perspective.
COMPLEXITY
Fix the Do it iv. Learning & Growth.
DEGREE OF
Complexity Differently 6. Process Improvement.
7. Documentation Management &
Controls.
8. Content availability. Training
Do it Do it Administration & Learning
Cheaper Better Goals.
9. Motivation, Incentives, Reward
Less & Recognition.
Operational Transformation 10. Identifications, Authorisation &
Efficiency Security. (Plastic Cards).
11. Risk Practices with measures and
OBJECTIVES Metrics.
12. ne fit
4. TCO of 30% to 5% Be
Key
MNC Product or ERP clextra System & Solution
1. Infrastructure / Hardware 1. Infrastructure / Hardware
1. Server(s). 100 1. Server(s). 50
2. Client(s). 100 2. Client(s). 5
3. Connectivity 100 3. Connectivity 80
4. Bandwidth. 100 4. Bandwidth. 40
2. Software 2. Software
1. Server Licenses. 100 1. Server Licenses. 30
2. Client Licenses. 100 2. Client Licenses. 15
3. ServicesSupport 3. ServicesSupport
1. Time to Deploy. 100 1. Time to Deploy. 30
2. PersonMonths. 100 2. PersonMonths. 10
3. PersonHour Rates. 100 3. PersonHour Rates. 20
4. Other Support Costs. 100 4. Other Support Costs. 20
TOTAL 1000 TOTAL 300
Comparated to Global Competitors ….
TCO = Total Cost of Ownership
13. 5. Better Value for money
TRADITIONAL. The BIG WAY … The clextra WAY …
•… Highend Computing 50% •… Minimal Computing 40%
•… Microsoft 30% •… Unixlinux. Open Source. 5%
•… SAP or Oracle 15% •… clextra 5%
•… THEN WHAT? 5% •… INFORMATION FOCUS. 50%
ne fit
Be
Key
Hardware
Systems Software
Application Software
Information
* Given the same $$$ budget or Expenditure.
** Focus on Know-how from Information and Technology .
14. 6. Enterprise Information
1. Focus on Corporate Information
… vs Individual Power.
2. Behavioural aspects of
e fit
Information Acquisition and
Dissemination. Human B en
endeavour, values, lifestyles. Key
3. Differentiate between ‘Data’,
‘Information’ and ‘Knowhow’.
4. The essence of ‘Knowledge’ is in
‘Applying it’ – Confucius.
5. Information Focus. Information
Priority. Information Cost. Return
on Information.
6. Intellectual Property. Patents,
Copyrights, Trademarks, Trade
secrets …
7. Information paradox.
“Information at the clickofa
button” is a myth and a reality.
8. Control. Central vs Distributed.
9. Risk. Information to manage …
15. 7. Open Technology
1. Linux (unix) based. ne fit
2. Import and Export data easily. Be
Key
3. Integrate with any other Applications including our
Competitors.
4. Designed groundup for the Internet.
5. ServerSide. Potential to upgrade to any
technology in PC, Clients, Mobile, AutoID or
future gadget access.
6. Selfsufficiency. Not dependent on the Big5, EY,
PWC, Microsoft’s, SAP’s, Oracles and the IBM’s
of this world.
7. Client licenses a factor of load (NOT users).
8. Bridging the Digital Divide even within your Firm.
16. 8. Less dependence on Traditional IT.
• Throw out the Techie Cartel.
• Focus on your corecompetence.
• Build Internal Functional Knowhow.
• Know and Listen to Customers.
• Listen and engage your Colleagues.
CxO focus … not the CTO
Protect existing investments in IT infrastructure
• clextra requires lower computing server AND clients than MS
Windows based Microsoft, SAP, Oracle etc.
• Server based architecture requires Thinner Clients and Client
licenses.
• Optimised for low bandwidth utilisation.
fit
• Integration with existing Applications. ne
• Export / Import using CSV and Spreadsheets. Be
Key
17. 9. Not just Software
I. Data, Information, Analytics, Patterns to Know How.
II. Process & Method for workflow.
III. Best Practice Options.
IV. Business Models options.
V. Content Management options.
VI. Guru OR Expert advice implementation.
VII. Export / Import from any other Software.
VIII. Integrate with devices and gadgets.
IX. Variety of PAYMENT options in the clextra Chain.
X. FOCUS on Customers’ Customer(s) ne fit
Be
Key
18. 10. It s just a tool but!!!
1. It’s got Diagnostics to test the health of your Enterprise.
2. It’s got Best Practice options to select the optimal treatment
of THE disease in your Enterprise.
3. Helps select a Focus and Priority, to ensure a focus on the
Treatment that YOU and I select.
4. User definable Automation levels – 1% to 100% to
implement your Business Rules.
5. It has Monitoring and Assessment tools to ensure that the
desired course is followed AND/OR decide a course is not
working and to change this course.
Not just … … but
19. Physical Storage
Library Science
Museum Cataloging
Content Dewey Decimal OR Library
Acquired or of Congress
Disseminated Taxonomy
Knowledge Of any list
Structured Virtual Storage
Unstructured Any multimedia File
Syllabus i3S Methodology
Systematic Method
of Learning. Ownership
Digital Rights
Usage Tracking
Cash Security * Integrity * Sharing
Chart of Accounts
Metrics & Ratios Structured
Risk Management
Systems
Grouping
fit
Of assets
Of things
Programming ne Of people
Software Programs
Databases & Tables y Be Geography
Ke
Demography
Instances etc. Psychography
Focus
Project Six Sigma. Grill Feature.
Management Search Information Costing.
Inventory Dimensioning.
JobsOrders Structured Storage
TasksActivities Structured Retrieve Financial Metrics.
Workflow Bibliography Risk Factors.
Cycles Ranking & Rating.
20. 11. New Economy Design
1. Internet and clextra
• Always on. Interactive. Lowcost.
2. Mobile and clextra
• ServerSide. Future Client access.
• Anywhere. Secure. Payment.
• PLUS cards. Authentication and ID.
3. Functions and clextra
• Finance – People need cash, use cash, manage cash.
• Sales – Some people need things; other people have things; People match
these people.
• Purchase – People need things; People know where to get it.
• Manufacturing or Delivery – People use things to make things; People
make quality things or shoddy things.
• Risk Management
4. People and clextra
• People work for people; People achieve things; People manage risk.
• People are human beings. Idiosyncrasies, fear, greed … beliefs, values.
5. Business and clextra
• Business Models. Global Engagement. Local challenges.
e fit
• Extreme Competition.
B en
Key
21. 12. Enhance your ERP ne fit
Be
Marion’s 12 obstacles clextra View
K ey
1. Understanding the importance of 1. Change Management using clextra
change management. .
2. Picking software before deciding on 2. We offer Business, IT and
Business Process. Management Consulting first.
3. Fine tuning ERP to exactly match 3. We agree.
your business. .
4. Underbudgeting for training. 4. Cost of training is MUCH lower.
5. Embracing a ‘bigbang’ whole 5. We agree.
company approach. .
6. Giving shortshrift to vendor 6. Do not think big names such as SAP,
selection. Oracle, Microsoft are …. IT.
7. Keeping legacy systems alive. 7. Keep your USEFUL systems alive.
8. Fragmenting development by 8. Develop and Prioritise by Integrated
department or location. Functionality.
9. Allowing apathy (or not my job) at 9. You are the top. Make everyone a
the Top. part of the nonapathy.
10. Relying on your new ERP for 10. Use clextra as a Management
conventional Management Reporting. Accounting and Control Tool instead.
11. Trusting ‘open systems’ promises 11. clextra is designed, ‘Open’ and will
from the ERP interfaces. stay ‘Open’.
12. Assuming ERP is a project with a 12. We agree.
finite timetable. .
22. 13. Enterprise Convergence ne fit
Display Signage Be
Interactive Kiosks Key
Front-end
Browser Mobile
Thin-Client(s) Middleware SMS-WAP
PC s
Server
Centric
Devices
Handheld(s) RFID
Smartcard
Camera Stations
Surveillance Camera(s)
23. 14. Enterprise Application(s) Integration
TEAM 1. Increase Revenue
Individual Performance
Performance Assessment, 2. Reduce Expenses
Assessment, Measurement
Measurement 3. Communicate Better
& Management
& Management 4. Employee Know how
Self
Service
ne fit
Models, Options,
Be
ey
Methods, Roles
Competency Maps. K
Integrated
Enterprise Decision Taking
Workflow Information
Execution Monitoring
electronic
Distribution
System Audit,
Records and
Internet Archival System
Browserbased
24x7x365 Management
Remote Accounting &
Multilocation Control System
24. 15. Unique amongst ERP likes e fit
Ben
y
1. ONLY functionally integrated. Ke
2. Does NOT require ABAP (or other Programming knowledge).
3. Does NOT require BPR. (Business Process Reengineering).
Can be configured and adapted to your Process.
4. Flexible and adaptable. Nothing is frozen over time. Change
configurations; reduce or increase usage; include or exclude
modules.
5. DO NOT be bogged down by ISO (and other timewasting
standards or process and AUTOMATION of the
RIDICULOUS).
6. Makes a real difference on a Quarterly Changes to adapt to
market realities and your Business BottomLine.
7. Quicker, easier, cheaper and more easily deployed than ANY
OTHER ERP in the global market.
8. A catch you need to have SMART people to do this.
25. 16. No B.P.R.
1. Business Process Reengineering is a prerequisite
for any other major ERP.
2. The claim … its done before; we know best; it’s
the best practice; this is how to do it; we’ll tell you;
do it this way. Our way.
3. This saves THEM costs; time and and they earn
MONEY lots of CASH if you adapt.
4. If you get a 100% your way; then you are buying
BESPOKE, CUSTOM software, unique to you
NOT a product.
5. clextra is the ONLY ERP that ALLOWS you to
configure the ERP to your BUSINESS PROCESS
and way of working.
6. You ONLY have to learn how to use the Software.
26. 17. Structured and Systemic Data
1. By default and forced into Information Analysis, a Methodology,
Work Flow and/or Best Practice in ANY modules.
2. Structured and Systemic method of ‘Geography’. eg.
inKAblrANNW04. 13 character coding.
3. Mapping and Artworks 2 x 100 (any further number) of P_NNN or
L_NNN visuals.
4. EPC, GPS and coord Fields.
5. Teams of 10 x 7 x max(26).
6. Structured and Systemic method of Multimedia (ANY media –
Text, Video, Audio, Visual) file using the GiCA MBSP system, for
upload, storage, retrieval, Ownership, Access, Sequencing, Usage.
7. Households of Demographic, Psychographics Groups.
8. Financial and/or Management Account Heads.
9. Campaigns.
10. Subscriptions Options.
11. Socket programming access for automation.
12. 10’s of 100’s Supported Global Best Practices and Functional
Models include.
13. Financial and Risk Metrics, Ratios etc. for ANY and ALL data.
27. 18. Finance Focus (Finance-4 Maps)
1. Increase Revenue 2. Reduce Expenses
1. Identify, recognise and reward 1. Identify, recognise and reward your Best
your most effective SalesPersons. Performers.
2. Know more about your most 2. Know more about the Suppliers who
profitable customers. give you the best Return on Investment.
(ROI)
3. Better PriceLists Management.
Allow for currency fluctuation, 3. Compute and know the Total Cost of
demand and supply etc. Ownership (TCO) of every Asset.
4. Leverage the Internet. Implement 4. Know the ‘Risk Metrics’ of every area
an eCatalogue. of your Business.
5. Centralised Order Acceptance. 5. Identify and focus on the ONE thing
6. Collect cash effectively. from last years Expenses.
7. In a Pareto 8020 ‘lateral focus’ on 6. Task and empower a keyperson with
the 80% and NOT just the obvious this.
20%. 7. This person with this task needs
8. It’s really the incremental the last information, drilldown and oneclick
5% that could be 50% of YOUR decision making options.
PROFIT. 8. Pull out the next blade.
9. Metrics and Math driven.
3. People Growth 4. Collaborative Communications
1. Identify, recognise and reward your
1. Identify, recognise and reward your most effective Leaders.
most talented Employee(s).
2. Most ‘execution’ globally fails due
2. What exactly is a person doing 8 to a lack of focus on teams.
hours a day? Execution is all about collaboration
3. People work for people – people do and delivery by a team.
not work for organisations. Who is 3. Enterprise must have a stateofthe
each reporting to? art technology and a framework that
4. Rewards and additional allows teams to collaborate.
responsibility must come from the 4. A singlebee can only do so much.
Immediate Superior. What are the other bees in THAT
hive doing?
5. Recongition from the Senior 5. A single hive can excel – how many
Leaders in the firm. You climb but hives do you have? Does the colony
on the shoulders of giants. thrive because of it?
6. Talent and QueenBees have to be
managed and nurtured – however
with the Enterprise and Community
purpose constantly in focus.
28. KEY TAKE-AWAYS
1. Networking. Resource(s) Sharing. (Physical and Virtual).
2. No prerequisite for BPR (Business Process Reengineering).
3. Internet (and browser) enabled. 24x7x365 anytime, anyplace.
4. Enterprise Productivity NOT Individual Productivity.
5. Everything is a Project. With a start and finish. Has risks.
6. Not just a Tool … Best Practice; Processes and Methodologies;
Enterprise Models; Business Rules; Know how AND Systems.
7. Finance everywhere. It’s all about moneyhoney; Cash is king.
8. TOP to BOTTOM. Strategic Planning; Tactical Decision—Making
AND Operational Execution.
9. HORIZONTAL & VERTICAL – Manufacturing; HR; Finance;
Marketing; Sales; Logistics; Automating ICT Automation; Agro.;
Healthcare; BIFS; Infrastructure; Education …
10. Cost reduction due to Open Source technologies. Lower (TCO) Total
Cost of Ownership. Quicker Return on Investment. (ROI)
11. Revenue increase due to improved People Relationships – Investors,
Staff, Customers, Suppliers & Wellwishers.
12. No need for Programmers and expensive Techies.
13. Time to DEPLOY is quicker, faster and cheaper than any other ERP.
14. IMPORT – EXPORT Integration with ANY Legacy Application.
15. Interface with Automation, Devices, Field Equipment, Mobile
29. Scope of Supply
CONSULTING.
DATA. IT
Raw Data? Needs Hosting,
Information? Firewalls, OS,
Know how? Web Servers, Databases,
Intelligence? Tools & Integration
Components
CONTENT.
Crash MBA.
TQPM.
Process. MODELS.
Psychology. Your, Our OR Market
Process, Methods,
Metrics, Norms or
Rules of Business
30. Expertise Spread for Success
No BPR Admin. Usage
38% 12% 50%
Hardware
20%
Software
65%
Services
15%
31. Pricing Models (options)
1. Standard Licensing++
Instead of enduser licenses we have a Serverside licensing; making
the TCO much lower. Supply will be on a fullyloaded Server.
Usually internal / Intranet
2. Monthly Subscription (Software as a Service)
Monthly subscription for predefined ‘menu’ of hardware availability
+ systems software + software applications + clextra Modules +
business models + consulting + support + services. Usually
online with regional or global SECURE availability.
3. Transaction Billing
Pay per use. For each transaction eg. HR periodic Performance
appraisal; Insurance Claim; Security Verification check;
Documentation Storage & Retrieval .. etc. Usually with near
SECURE open login based availability.
4. Business Alliance
ICT is an integral part and heartheat of you business. Outsource this
as a Managed Service partner. We’ll take ALL or SOME of your
costs … we can form a timebound JV or LLP/LLC. A
percentage of your Revenue or Expenses is ours.
32. All I want is a simple system.
1. “If you pay peanuts you get monkeys”. Don’t get
‘sapped’ nor ‘confused with oracular diatribe’.
2. Go for the Big’un … provided it has these :
1. A central anytime, anywhere location for Planning and
Managing Multiple Projects.
2. The ability for Users and Project Teams to update their
own Tasks Status.
3. Notification to Project Managers and Workers when
Tasks parameters are changed with clear reasons why
and when Tasks are complete.
4. The ability to share all related notes and Project
Documents on Tasks and Projects.
5. Visibility accountability, responsibilities, authority,
priorities and risks across Multiple Projects.
33. Further
1. Corporate website … http://edgevalue.com
2. Product website … http://clextra.com
3. Send us an email … casper@edgevalue.com
4. Call us on hand phone … 919845061870
5. Contact a Channel Partner or Consultant nearyou …
6. Available on request …
ü Case Studies.
ü Customers over 2, 5 and 20 years.
ü Business Models Supported.
ü Functional Range of Modules.
ü Verticals or Horizontals
ü List of Partners / Consultants
ü Geographical coverage.
7. Service Models & Support
8. Commercial Options as Enduser, Intermediary or
Investor/Partner.
34. Partnership Brands
1. Our Software Platform
2. Method (Options)
3. Training Suite.
4. All_India SupportServices.
5. India & Global Consortium