Conference Oct15 final
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The document discusses collaboration challenges between marketing and IT functions when developing new products and services. It identifies a key barrier as the "translation barrier" where marketing and IT speak "different languages". The document also presents some mitigation tactics used by companies, such as having boundary staff that can translate between marketing and IT, using prototypes and user stories to facilitate joint work, and co-locating marketing and IT teams. The conclusion is that while there is no clear answer, approaches like cross-training staff, using agile development methods, and bringing the functions together may help overcome collaboration barriers.
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Evolution of business models in the era of Industrial Internet
Online lecture for the course, MEI-62006 - Introduction to Industrial Internet at Tampere University, Finland
The Role of The McDonald’s IT Project Management Pilot in Developing a Model ...
The Role of The McDonald’s IT Project Management Pilot in Developing a Model for 21st Century Apprenticeship Alice Rowland Information Services Organization Development Manager McDonald’s Corporation-- Oak Brook, Illinois Abstract Throughout 2003 the Information Services organization of McDonald’s Corporation will deliver an IT Project Management Apprenticeship pilot program. The program is in association with CompTIA’s National IT Apprenticeship System (NITAS) as part of the grant from the U.S. Department of Labor. The McDonald’s pilot will demonstrate how a large scale IT organization can use registered apprenticeship as a vehicle to achieve rapid and uniform competency attainment as well as productivity improvement in its IT workforce. The pilot will show the criticality of producing measurable business results from apprenticeship. The McDonald’s pilot has and will continue to help the CompTIA team develop and refine its design for IT apprenticeship. This paper describes how McDonald’s is handling several key design and operational questions affecting the implementation of apprenticeship in a large scale IT organization. Components of The McDonald’s Apprenticeship Model summarizes the components of the IT Project Management Apprenticeship that are being used in the Information Services Organization of McDonald’s Corporation. The primary objective of the apprenticeship is to achieve measurable improvements in the productivity of project managers as evidenced by: ---more projects achieving their stated business objectives ---more projects being under measured business control ---project managers coming up to speed more quickly than using traditional training methods Additional benefits expected from the apprenticeship include reduced portfolio risk, decreased project costs and enhanced managerial skills on the part of mentors (journey workers).
The author wishes to thank the following individuals for their contributions to this paper and to the Voyager Program: 1) The Workforce Development staff at the Computing Technology Industry Association (CompTIA) for their support of the project and use of the NITAS infrastructure 2) The Information Resources Group at the Naval Undersea Warfare Center in Keyport, WA for sharing their Rodin process and other innovative ideas on 21st Century Apprenticeship 3) The ATELS staff in the U.S. Department of Labor for their support and assistance with the registration of the apprenticeship 4) The staff at DeVry University’s Center for Corporate Education for providing the classroom instruction, for assisting with registration, and for creating the Qualification cards. 5) Laura Antos for her logistical support within McDonald’s 6) The McDonald’s I/S apprentices, mentors and coaches 7) John Aaron for his input to and review of this paper
CH 10 Part 2.docxFigure 10-2 The layout of a data inpu.docx
CH 10 Part 2.docx
Figure 10-2 The layout of a data input form using a coding sheet
1. Narrative overview
2. Sample design
3. Testing and usability assessment
Figure 10-3A A data input screen designed as a wireframe
Figure 10-3B A data input screen designed in Microsoft’s Visual Basic.NET
The first section of a design specification contains a general overview of the characteristics of the target users, tasks, system, and environmental factors in which the form or report will be used. The purpose is to explain to those who will actually develop the final form why this form exists and how it will be used so that they can make the appropriate implementation decisions. In this section, you list general information and the assumptions that helped shape the design. For example, Figure 10-4 shows an excerpt of a design specification for a Customer Account Status form for Pine Valley Furniture (PVF). The first section of the specification, Figure 10-4a, provides a narrative overview containing the relevant information to developing and using the form within PVF. The overview explains the tasks supported by the form, where and when the form is used, characteristics of the people using the form, the technology delivering the form, and other pertinent information. For example, if the form is delivered on a visual display terminal, this section would describe the capabilities of this device, such as whether it has a touch screen and whether color and a mouse are available.
Figure 10-4 Design specification for the design of forms and reports
In the second section of the specification, Figure 10-4b, a sample design of the form is shown. This design may be hand drawn using a coding sheet, although in most instances it is developed using standard development tools. Using actual development tools allows the design to be more thoroughly tested and assessed. The final section of the specification, Figure 10-4c, provides all testing and usability assessment information. Procedures for assessing designs are described later in this chapter. Some specification information may be irrelevant when designing some forms and reports. For example, the design of a simple Yes/No selection form may be so straightforward that no usability assessment is needed. Also, much of the narrative overview may be unnecessary unless intended to highlight some exception that must be considered during implementation.
Figure 10-5 Contrasting customer information forms (Pine Valley Furniture)
Figure 10-5 (b) Improved design for form
Figure 10-6 Customer account status display using various highlighting techniques (Pine Valley Furniture)
Figure 10-7 Contrasting the display of textual help information
(b) An improved design for a help screen
Figure 10-8 Contrasting the display of tables and lists (Pine Valley Furniture)
Figure 10-8 (b) Improved design for form
Figure 10-9 Tabular report illustrating numerous design guidelines (Pine Valley Furnit ...
Recommended
Evolution of business models in the era of Industrial Internet
Online lecture for the course, MEI-62006 - Introduction to Industrial Internet at Tampere University, Finland
The Role of The McDonald’s IT Project Management Pilot in Developing a Model ...
The Role of The McDonald’s IT Project Management Pilot in Developing a Model for 21st Century Apprenticeship Alice Rowland Information Services Organization Development Manager McDonald’s Corporation-- Oak Brook, Illinois Abstract Throughout 2003 the Information Services organization of McDonald’s Corporation will deliver an IT Project Management Apprenticeship pilot program. The program is in association with CompTIA’s National IT Apprenticeship System (NITAS) as part of the grant from the U.S. Department of Labor. The McDonald’s pilot will demonstrate how a large scale IT organization can use registered apprenticeship as a vehicle to achieve rapid and uniform competency attainment as well as productivity improvement in its IT workforce. The pilot will show the criticality of producing measurable business results from apprenticeship. The McDonald’s pilot has and will continue to help the CompTIA team develop and refine its design for IT apprenticeship. This paper describes how McDonald’s is handling several key design and operational questions affecting the implementation of apprenticeship in a large scale IT organization. Components of The McDonald’s Apprenticeship Model summarizes the components of the IT Project Management Apprenticeship that are being used in the Information Services Organization of McDonald’s Corporation. The primary objective of the apprenticeship is to achieve measurable improvements in the productivity of project managers as evidenced by: ---more projects achieving their stated business objectives ---more projects being under measured business control ---project managers coming up to speed more quickly than using traditional training methods Additional benefits expected from the apprenticeship include reduced portfolio risk, decreased project costs and enhanced managerial skills on the part of mentors (journey workers).
The author wishes to thank the following individuals for their contributions to this paper and to the Voyager Program: 1) The Workforce Development staff at the Computing Technology Industry Association (CompTIA) for their support of the project and use of the NITAS infrastructure 2) The Information Resources Group at the Naval Undersea Warfare Center in Keyport, WA for sharing their Rodin process and other innovative ideas on 21st Century Apprenticeship 3) The ATELS staff in the U.S. Department of Labor for their support and assistance with the registration of the apprenticeship 4) The staff at DeVry University’s Center for Corporate Education for providing the classroom instruction, for assisting with registration, and for creating the Qualification cards. 5) Laura Antos for her logistical support within McDonald’s 6) The McDonald’s I/S apprentices, mentors and coaches 7) John Aaron for his input to and review of this paper
CH 10 Part 2.docxFigure 10-2 The layout of a data inpu.docx
CH 10 Part 2.docx
Figure 10-2 The layout of a data input form using a coding sheet
1. Narrative overview
2. Sample design
3. Testing and usability assessment
Figure 10-3A A data input screen designed as a wireframe
Figure 10-3B A data input screen designed in Microsoft’s Visual Basic.NET
The first section of a design specification contains a general overview of the characteristics of the target users, tasks, system, and environmental factors in which the form or report will be used. The purpose is to explain to those who will actually develop the final form why this form exists and how it will be used so that they can make the appropriate implementation decisions. In this section, you list general information and the assumptions that helped shape the design. For example, Figure 10-4 shows an excerpt of a design specification for a Customer Account Status form for Pine Valley Furniture (PVF). The first section of the specification, Figure 10-4a, provides a narrative overview containing the relevant information to developing and using the form within PVF. The overview explains the tasks supported by the form, where and when the form is used, characteristics of the people using the form, the technology delivering the form, and other pertinent information. For example, if the form is delivered on a visual display terminal, this section would describe the capabilities of this device, such as whether it has a touch screen and whether color and a mouse are available.
Figure 10-4 Design specification for the design of forms and reports
In the second section of the specification, Figure 10-4b, a sample design of the form is shown. This design may be hand drawn using a coding sheet, although in most instances it is developed using standard development tools. Using actual development tools allows the design to be more thoroughly tested and assessed. The final section of the specification, Figure 10-4c, provides all testing and usability assessment information. Procedures for assessing designs are described later in this chapter. Some specification information may be irrelevant when designing some forms and reports. For example, the design of a simple Yes/No selection form may be so straightforward that no usability assessment is needed. Also, much of the narrative overview may be unnecessary unless intended to highlight some exception that must be considered during implementation.
Figure 10-5 Contrasting customer information forms (Pine Valley Furniture)
Figure 10-5 (b) Improved design for form
Figure 10-6 Customer account status display using various highlighting techniques (Pine Valley Furniture)
Figure 10-7 Contrasting the display of textual help information
(b) An improved design for a help screen
Figure 10-8 Contrasting the display of tables and lists (Pine Valley Furniture)
Figure 10-8 (b) Improved design for form
Figure 10-9 Tabular report illustrating numerous design guidelines (Pine Valley Furnit ...
Chapter 7 Does IT Matter from Information Systems for Busine.docx
Chapter 7: Does IT Matter? from Information Systems for Business and Beyond is available under a
Creative Commons Attribution 3.0 Unported license. © 2014, David T. Bourgeois. The content is made
possible by funding from The Saylor Foundation's Open Textbook Challenge.
http://www.saylor.org/site/textbooks/Information%20Systems%20for%20Business%20and%20Beyond.pdf
http://creativecommons.org/licenses/by/3.0/legalcode
Chapter 7: Does IT Matter?
David T. Bourgeois
Learning Objectives
Upon successful completion of this chapter, you will be able to:
• define the productivity paradox and explain the current thinking on this topic;
• evaluate Carr’s argument in “Does IT Matter?”;
• describe the components of competitive advantage; and
• describe information systems that can provide businesses with competitive advantage.
Introduction
For over fifty years, computing technology has been a part of business. Organizations have spent trillions
of dollars on information technologies. But has all this investment in IT made a difference? Have we seen
increases in productivity? Are companies that invest in IT more competitive? In this chapter, we will look
at the value IT can bring to an organization and try to answer these questions. We will begin by highlighting
two important works from the past two decades.
The Productivity Paradox
In 1991, Erik Brynjolfsson wrote an article, published in the Communications of the ACM, entitled “The
Productivity Paradox of Information Technology: Review and Assessment.” By reviewing studies about the
impact of IT investment on productivity, Brynjolfsson was able to conclude that the addition of information
technology to business had not improved productivity at all – the “productivity paradox.” From the article1
He does not draw any specific conclusions from this finding, and provides the following analysis:
Although it is too early to conclude that IT’s productivity contribution has been subpar, a paradox
remains in our inability to unequivocally document any contribution after so much effort. The
various explanations that have been proposed can be grouped into four categories:
1) Mismeasurement of outputs and inputs,
2) Lags due to learning and adjustment,
3) Redistribution and dissipation of profits,
4) Mismanagement of information and technology.
1. Brynjolfsson, Erik. "The Productivity Paradox of Information Technology: Review and Assessment" Copyright © 1993, 1994 Erik
Brynjolfsson, All Rights Reserved Center for Coordination Science MIT Sloan School of Management Cambridge, Massachusetts Previous
version: December 1991 This Version: September 1992 Published in Communications of the ACM, December, 1993; and Japan
Management Research, June, 1994 (in Japanese).
76
saylor.org
Saylor URL: http://www.saylor.org/courses/bus206
Attributed to: David T. Bourgeois, Ph.D.
In 1998, Brynjolfsson and Lorin Hitt published a follow-up paper entitled “Beyond the Productivity Par.
Competition Report Grading GuideTMGT 550 Version 61Individ.docx
Competition Report Grading Guide
TMGT 550 Version 6
1
Individual Assignment: Competition Report
Purpose of Assignment
The purpose of this assignment is to define the competitive environment in the marketplace both domestically and internationally for Bedford Con Industries.
Resources Required
Trust and Partnership, Ch. 13
The Quest for Global Dominance, Ch. 7
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The student researches the domestic and international marketplace for potential competitors.
The student analyzes the competitor, their size, and their international work.
The student assesses competitor products.
The student provides a recommendation for how Bedford Con Industries can compete with the Real-Time product.
The paper is 525 to 1,050 words in length.
Total Available
Total Earned
7
#/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and punctuation.
Total Available
Total Earned
3
#/3
Assignment Total
#
10
#/10
Additional comments:
Copyright © 2016 by University of Phoenix. All rights reserved.
Page 1 of 39
Chapter 13
Tactical Enterprise IT Capabilities and Competencies
The Enterprise IT Capabilities to Deliver Value with
Information and IT
We defined Strategic IT Management as an application of strategic management
principles. Among the definitions introduced in Chapter 1 is “marshaling all relevant
enterprise resources to achieve success in enterprise strategies.” Marshaling all
relevant enterprise resources is the foundation of the three tactical enterprise IT
capabilities (Exhibit 13.1). These focus on:
▪ Information & Intelligence: The information and analytical resources in business
and IT
▪ Service & Resource Optimization: The process, service, and technical resources
throughout all IT in the enterprise
▪ Development & Transformation: The enterprise's total developmental resources,
ranging from business process change through technical development and
implementation
Page 2 of 39
Exhibit 13.1 Tactical Enterprise IT Capabilities
The challenges in the three areas are the same. In particular, the scope of the resources
in each is larger than traditional IT-related processes normally consider. For example,
the information resources are spread throughout the enterprise and beyond, to
customers and supply chain and the economic environment. The developmental
resources include traditional software development methods but also embrace culture,
process, .
O'Reilly ebook: Machine Learning at Enterprise Scale | Qubole
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https://www.qubole.com/resources/ebooks/oreilly-ebook-machine-learning-at-enterprise-scale
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INFORMATICA E MARKETING. GEMELLI DIVERSI, UN TEMPO DIVISI.
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Five Guidelines to Delivering Products that Create Impact in Communications, ...
At the apex of innovation — with an emphasis on business outcomes and meaningful growth — exists not just one north-star discipline, but two: design and engineering. Long considered fundamentally separate entities, engineering and design have long led project plans and new ideas toward product development in their own streams; each approach with its many advocates. It’s time to shift to an evolved, technology-empowered design
mindset.
Running head MARKETING PLAN MARKETING PLANMarketi.docx
Running head: MARKETING PLAN
MARKETING PLAN
Marketing plan
Developing a marketing plan
William Fiedler
Columbia Southern University
Introduction
The scenario that I have selected for this project is IT to seniors. The company specializes in making the lives of senior citizens of over sixty-five years and older easier using technology. In the past twenty years, the world has experienced tremendous change due to technology. Technology has disrupted all industries and made it easier and more convenient to shop, work, bank, and relax among other activities (Noort, Willemsen, Kerkhof, & Verhoeven, 2015). However, for all the touted advantages of technology, Silicon Valley has neglected senior citizens. Technological advancements such as the smartphone hold plenty of potential for improving one’s life; however, senior citizens miss this potential because the technologies are often too complicated. IT for senior citizens aims to bring the benefits of technology to senior citizens by providing an array of gadgets and software tools that make it easier for old people to communicate, shop, and document their lives among other activities.
In the United States of America, the market for smartphones is saturated with almost all adults having a smartphone (Mooij, 2013). However, there is a disparity in how individuals use the smartphone. While young individuals are proficient with using smartphones and use a plethora of applications for communication, information, social media, and entertainment, the same is not true for old people. One of the products aimed towards making it easier for old people to interact with their smartphones is an application launcher that removes most of the complexity found in the android operating system interface and provides a clean layout with the most essential services. The launcher removes complexity by making the process of searching the internet or making a call only a one-step process. The launcher is just but one product that the company has in the pipeline, intended to help senior citizens benefit from the wave of technological changes.
Market research strategies
For the successful launch of any product, one of the most essential steps that a company must first engage in is market research. Market research helps outline the feasibility of the business model and the existence of a niche that a company can fill with innovative products. One of the market research analysis that IT for seniors will use to test new products is a focus group. A focus group helps assess the violability of a product and to iron out kinks in a product by presenting a prototype to a group of individuals (Babin & Zikmund, 2015). To test new products in the pipeline, IT for seniors will gather diverse groups of individuals over the age of sixty-five, present them with the product, and observe as they interact with it. The company factors the information from the focus group into the production and marketing of the produc ...
5 Key Aspects of Information Technology Project Justification
In today’s IT world, alignment with business needs and leaders is crucial. Requesting investment in IT applications and or infrastructure is a challenging event. In the not too distant past, if the justification for an investment was that IT was going to reduce costs and get more efficient or provide a more stable environment, then you likely got approval.
Learn strategies on how to be successful at justifying your IT projects.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Technological Innovation Examples - MIT ID Innovation
Here are some of the technological innovation examples that have significantly made an impact on the business.
To know more details, visit us at : https://mitidinnovation.com/recreation/examples-of-technological-innovation-with-potential-impact-on-business/
The balancing act of optimised value creation
The analysis revealed three high level factors that may need to be aligned in order to
ensure optimised value creation of BOP ventures. These three factors are BOP strategy,
partnerships, and products & services development. It is also confirmed that neither BOP
strategy nor partnerships nor products/service development can be synthesised
independently from the rest. There is a delicate balance and interaction between the three
where all three are interdependent and mutually influence each other.
Published in the Proceedings of the International Conference on Impact of
Base of the Pyramid Ventures, Delft, The Netherlands, 16 - 18 November, 2009.
BBA 2026, Organizational Communication 1 Course Learn
BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
8. Create a communication strategy that fosters change and innovation.
8.1. Develop a solution that will solve an organizational issue and meet the needs of the people
involved.
8.2. Compile a report that includes potential audience analysis, a purposeful message, and a
type of channel that could be used for feedback.
Reading Assignment
In order to access the following resource(s), click the link(s) below:
Law, S., & Verville, J. (2011). Human roles and communication strategies of corporate identity performance:
Enhancing global image, leadership, and legacy of a high-tech leader. Academy of Marketing Studies
Journal, 15(2), 17-32. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/915080810?accountid=33337
Neal, K. (2010). Stepping up to the plate: Developing an effective business communication strategy.
Information Management Journal, 44(2), 38-41. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/227765267?accountid=33337
Click here to view the Unit VIII Presentation.
Click here to view the Unit VIII Presentation transcript.
Course/Unit
Learning Outcomes
Learning Activity
8
Unit Lesson
Unit VIII Presentation
Article: “Human roles and communication strategies of corporate identity
performance: Enhancing global image, leadership, and legacy of a
high-tech leader”
Article: “Stepping up to the plate: Developing an effective business
communication strategy”
Unit VIII Mini Project
8.1
Unit Lesson
Article: “Stepping up to the plate: Developing an effective business
communication strategy”
Unit VIII Presentation
Unit VIII Mini Project
8.2
Unit Lesson
Article: “Stepping up to the plate: Developing an effective business
communication strategy”
Unit VIII Presentation
Unit VIII Mini Project
UNIT VIII STUDY GUIDE
Creating a Communication Strategy
that Fosters Change and Innovation
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/915080810?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/915080810?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/227765267?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/227765267?accountid=33337
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/16I/UnitVIII/UnitVIII_Presentation.htm
https://online.columbiasouthern.edu/CSU ...
More Related Content
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Chapter 7 Does IT Matter from Information Systems for Busine.docx
Chapter 7: Does IT Matter? from Information Systems for Business and Beyond is available under a
Creative Commons Attribution 3.0 Unported license. © 2014, David T. Bourgeois. The content is made
possible by funding from The Saylor Foundation's Open Textbook Challenge.
http://www.saylor.org/site/textbooks/Information%20Systems%20for%20Business%20and%20Beyond.pdf
http://creativecommons.org/licenses/by/3.0/legalcode
Chapter 7: Does IT Matter?
David T. Bourgeois
Learning Objectives
Upon successful completion of this chapter, you will be able to:
• define the productivity paradox and explain the current thinking on this topic;
• evaluate Carr’s argument in “Does IT Matter?”;
• describe the components of competitive advantage; and
• describe information systems that can provide businesses with competitive advantage.
Introduction
For over fifty years, computing technology has been a part of business. Organizations have spent trillions
of dollars on information technologies. But has all this investment in IT made a difference? Have we seen
increases in productivity? Are companies that invest in IT more competitive? In this chapter, we will look
at the value IT can bring to an organization and try to answer these questions. We will begin by highlighting
two important works from the past two decades.
The Productivity Paradox
In 1991, Erik Brynjolfsson wrote an article, published in the Communications of the ACM, entitled “The
Productivity Paradox of Information Technology: Review and Assessment.” By reviewing studies about the
impact of IT investment on productivity, Brynjolfsson was able to conclude that the addition of information
technology to business had not improved productivity at all – the “productivity paradox.” From the article1
He does not draw any specific conclusions from this finding, and provides the following analysis:
Although it is too early to conclude that IT’s productivity contribution has been subpar, a paradox
remains in our inability to unequivocally document any contribution after so much effort. The
various explanations that have been proposed can be grouped into four categories:
1) Mismeasurement of outputs and inputs,
2) Lags due to learning and adjustment,
3) Redistribution and dissipation of profits,
4) Mismanagement of information and technology.
1. Brynjolfsson, Erik. "The Productivity Paradox of Information Technology: Review and Assessment" Copyright © 1993, 1994 Erik
Brynjolfsson, All Rights Reserved Center for Coordination Science MIT Sloan School of Management Cambridge, Massachusetts Previous
version: December 1991 This Version: September 1992 Published in Communications of the ACM, December, 1993; and Japan
Management Research, June, 1994 (in Japanese).
76
saylor.org
Saylor URL: http://www.saylor.org/courses/bus206
Attributed to: David T. Bourgeois, Ph.D.
In 1998, Brynjolfsson and Lorin Hitt published a follow-up paper entitled “Beyond the Productivity Par.
Competition Report Grading GuideTMGT 550 Version 61Individ.docx
Competition Report Grading Guide
TMGT 550 Version 6
1
Individual Assignment: Competition Report
Purpose of Assignment
The purpose of this assignment is to define the competitive environment in the marketplace both domestically and internationally for Bedford Con Industries.
Resources Required
Trust and Partnership, Ch. 13
The Quest for Global Dominance, Ch. 7
Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The student researches the domestic and international marketplace for potential competitors.
The student analyzes the competitor, their size, and their international work.
The student assesses competitor products.
The student provides a recommendation for how Bedford Con Industries can compete with the Real-Time product.
The paper is 525 to 1,050 words in length.
Total Available
Total Earned
7
#/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and punctuation.
Total Available
Total Earned
3
#/3
Assignment Total
#
10
#/10
Additional comments:
Copyright © 2016 by University of Phoenix. All rights reserved.
Page 1 of 39
Chapter 13
Tactical Enterprise IT Capabilities and Competencies
The Enterprise IT Capabilities to Deliver Value with
Information and IT
We defined Strategic IT Management as an application of strategic management
principles. Among the definitions introduced in Chapter 1 is “marshaling all relevant
enterprise resources to achieve success in enterprise strategies.” Marshaling all
relevant enterprise resources is the foundation of the three tactical enterprise IT
capabilities (Exhibit 13.1). These focus on:
▪ Information & Intelligence: The information and analytical resources in business
and IT
▪ Service & Resource Optimization: The process, service, and technical resources
throughout all IT in the enterprise
▪ Development & Transformation: The enterprise's total developmental resources,
ranging from business process change through technical development and
implementation
Page 2 of 39
Exhibit 13.1 Tactical Enterprise IT Capabilities
The challenges in the three areas are the same. In particular, the scope of the resources
in each is larger than traditional IT-related processes normally consider. For example,
the information resources are spread throughout the enterprise and beyond, to
customers and supply chain and the economic environment. The developmental
resources include traditional software development methods but also embrace culture,
process, .
O'Reilly ebook: Machine Learning at Enterprise Scale | Qubole
Real-world data science practitioners offer perspectives and advice on six common Machine Learning problems
https://www.qubole.com/resources/ebooks/oreilly-ebook-machine-learning-at-enterprise-scale
Earley Executive Roundtable Summary - Data Analytics
A breakdown on the topics and speakers who participated in the 2015 Data Analytics Executive Roundtable series.
Improving the Capabilities of Large Language Model based Marketing Analytics ...
Artificial intelligence (AI) is widely deployed to solve problems related to marketing attribution and budget optimization. However, AI models can be quite complex, and it can be difficult to understand model workings and insights without extensive implementation teams. In principle, recently developed large language models (LLMs), like GPT-4, can be deployed to provide marketing insights, reducing the time and effort required to make critical decisions. In practice, there are substantial challenges that need to be overcome to reliably use such models. We focus on domain-specific question-answering, SQL generation needed for data retrieval, and tabular analysis and show how a combination of semantic search, prompt engineering, and fine-tuning can be applied to dramatically improve the ability of LLMs to execute these tasks accurately. We compare both proprietary models, like GPT-4, and open-source models, like Llama-2-70b, as well as various embedding methods. These models are tested on sample use cases specific to marketing mix modeling and attribution.
The New Enterprise Collaboration Imperative: How Leading Brands Achieve Tangi...
Social media has transformed the consumer world and is now crossing the firewall into the enterprise. New forms of knowledge sharing, collaboration and community building may be the biggest thing to hit enterprise IT since the introduction of the PC.
M sc bi thesis rafael garcia navarro summary
End to End Predictive Analytics Implementation in the Digital Marketing Industry
INFORMATICA E MARKETING. GEMELLI DIVERSI, UN TEMPO DIVISI.
Una riflessione sull’importanza della convergenza tra competenze marketing e informatiche nella ricerca, acquisizione e gestione di una commessa. Uno spunto utile a sottolineare e a riflettere su quanto la disciplina del marketing sia indispensabile per l’informatica. Il prodotto in sé, ad oggi, ha perso il suo appeal e ha necessità di essere rilanciato e sostenuto attraverso la costruzione di un sistema di competenze, strategie e azioni.
Five Guidelines to Delivering Products that Create Impact in Communications, ...
At the apex of innovation — with an emphasis on business outcomes and meaningful growth — exists not just one north-star discipline, but two: design and engineering. Long considered fundamentally separate entities, engineering and design have long led project plans and new ideas toward product development in their own streams; each approach with its many advocates. It’s time to shift to an evolved, technology-empowered design
mindset.
Running head MARKETING PLAN MARKETING PLANMarketi.docx
Running head: MARKETING PLAN
MARKETING PLAN
Marketing plan
Developing a marketing plan
William Fiedler
Columbia Southern University
Introduction
The scenario that I have selected for this project is IT to seniors. The company specializes in making the lives of senior citizens of over sixty-five years and older easier using technology. In the past twenty years, the world has experienced tremendous change due to technology. Technology has disrupted all industries and made it easier and more convenient to shop, work, bank, and relax among other activities (Noort, Willemsen, Kerkhof, & Verhoeven, 2015). However, for all the touted advantages of technology, Silicon Valley has neglected senior citizens. Technological advancements such as the smartphone hold plenty of potential for improving one’s life; however, senior citizens miss this potential because the technologies are often too complicated. IT for senior citizens aims to bring the benefits of technology to senior citizens by providing an array of gadgets and software tools that make it easier for old people to communicate, shop, and document their lives among other activities.
In the United States of America, the market for smartphones is saturated with almost all adults having a smartphone (Mooij, 2013). However, there is a disparity in how individuals use the smartphone. While young individuals are proficient with using smartphones and use a plethora of applications for communication, information, social media, and entertainment, the same is not true for old people. One of the products aimed towards making it easier for old people to interact with their smartphones is an application launcher that removes most of the complexity found in the android operating system interface and provides a clean layout with the most essential services. The launcher removes complexity by making the process of searching the internet or making a call only a one-step process. The launcher is just but one product that the company has in the pipeline, intended to help senior citizens benefit from the wave of technological changes.
Market research strategies
For the successful launch of any product, one of the most essential steps that a company must first engage in is market research. Market research helps outline the feasibility of the business model and the existence of a niche that a company can fill with innovative products. One of the market research analysis that IT for seniors will use to test new products is a focus group. A focus group helps assess the violability of a product and to iron out kinks in a product by presenting a prototype to a group of individuals (Babin & Zikmund, 2015). To test new products in the pipeline, IT for seniors will gather diverse groups of individuals over the age of sixty-five, present them with the product, and observe as they interact with it. The company factors the information from the focus group into the production and marketing of the produc ...
5 Key Aspects of Information Technology Project Justification
In today’s IT world, alignment with business needs and leaders is crucial. Requesting investment in IT applications and or infrastructure is a challenging event. In the not too distant past, if the justification for an investment was that IT was going to reduce costs and get more efficient or provide a more stable environment, then you likely got approval.
Learn strategies on how to be successful at justifying your IT projects.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Technological Innovation Examples - MIT ID Innovation
Here are some of the technological innovation examples that have significantly made an impact on the business.
To know more details, visit us at : https://mitidinnovation.com/recreation/examples-of-technological-innovation-with-potential-impact-on-business/
The balancing act of optimised value creation
The analysis revealed three high level factors that may need to be aligned in order to
ensure optimised value creation of BOP ventures. These three factors are BOP strategy,
partnerships, and products & services development. It is also confirmed that neither BOP
strategy nor partnerships nor products/service development can be synthesised
independently from the rest. There is a delicate balance and interaction between the three
where all three are interdependent and mutually influence each other.
Published in the Proceedings of the International Conference on Impact of
Base of the Pyramid Ventures, Delft, The Netherlands, 16 - 18 November, 2009.
BBA 2026, Organizational Communication 1 Course Learn
BBA 2026, Organizational Communication 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
8. Create a communication strategy that fosters change and innovation.
8.1. Develop a solution that will solve an organizational issue and meet the needs of the people
involved.
8.2. Compile a report that includes potential audience analysis, a purposeful message, and a
type of channel that could be used for feedback.
Reading Assignment
In order to access the following resource(s), click the link(s) below:
Law, S., & Verville, J. (2011). Human roles and communication strategies of corporate identity performance:
Enhancing global image, leadership, and legacy of a high-tech leader. Academy of Marketing Studies
Journal, 15(2), 17-32. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/915080810?accountid=33337
Neal, K. (2010). Stepping up to the plate: Developing an effective business communication strategy.
Information Management Journal, 44(2), 38-41. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.c
olumbiasouthern.edu/docview/227765267?accountid=33337
Click here to view the Unit VIII Presentation.
Click here to view the Unit VIII Presentation transcript.
Course/Unit
Learning Outcomes
Learning Activity
8
Unit Lesson
Unit VIII Presentation
Article: “Human roles and communication strategies of corporate identity
performance: Enhancing global image, leadership, and legacy of a
high-tech leader”
Article: “Stepping up to the plate: Developing an effective business
communication strategy”
Unit VIII Mini Project
8.1
Unit Lesson
Article: “Stepping up to the plate: Developing an effective business
communication strategy”
Unit VIII Presentation
Unit VIII Mini Project
8.2
Unit Lesson
Article: “Stepping up to the plate: Developing an effective business
communication strategy”
Unit VIII Presentation
Unit VIII Mini Project
UNIT VIII STUDY GUIDE
Creating a Communication Strategy
that Fosters Change and Innovation
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/915080810?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/915080810?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/227765267?accountid=33337
https://libraryresources.columbiasouthern.edu/login?url=http://search.proquest.com.libraryresources.columbiasouthern.edu/docview/227765267?accountid=33337
https://online.columbiasouthern.edu/CSU_Content/Courses/Business/BBA/BBA2026/16I/UnitVIII/UnitVIII_Presentation.htm
https://online.columbiasouthern.edu/CSU ...
Similar to Conference Oct15 final (20)
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Chapter 7 Does IT Matter from Information Systems for Busine.docx
Competition Report Grading GuideTMGT 550 Version 61Individ.docx
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O'Reilly ebook: Machine Learning at Enterprise Scale | Qubole
O'Reilly ebook: Machine Learning at Enterprise Scale | Qubole
Earley Executive Roundtable Summary - Data Analytics
Earley Executive Roundtable Summary - Data Analytics
Improving the Capabilities of Large Language Model based Marketing Analytics ...
Improving the Capabilities of Large Language Model based Marketing Analytics ...
The New Enterprise Collaboration Imperative: How Leading Brands Achieve Tangi...
The New Enterprise Collaboration Imperative: How Leading Brands Achieve Tangi...
INFORMATICA E MARKETING. GEMELLI DIVERSI, UN TEMPO DIVISI.
INFORMATICA E MARKETING. GEMELLI DIVERSI, UN TEMPO DIVISI.
Five Guidelines to Delivering Products that Create Impact in Communications, ...
Five Guidelines to Delivering Products that Create Impact in Communications, ...
Running head MARKETING PLAN MARKETING PLANMarketi.docx
Running head MARKETING PLAN MARKETING PLANMarketi.docx
5 Key Aspects of Information Technology Project Justification
5 Key Aspects of Information Technology Project Justification
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...
Technological Innovation Examples - MIT ID Innovation
Technological Innovation Examples - MIT ID Innovation
BBA 2026, Organizational Communication 1 Course Learn
BBA 2026, Organizational Communication 1 Course Learn
Conference Oct15 final
- 1. Getting IT to work for Marketing Andrew Buckley Doctoral Student, The University of Manchester 1 Getting IT to work for marketing: Exploring collaboration between marketing and IT functions for the delivery of marketing innovation - Andrew Buckley, Journal of Direct, Data and Digital Marketing Practice Vol. 16 No. 4 http://www.theidm.com/resources/journal/papers/getting-it-to-work-for-marketing-exploring-collaboration-between-marketing-and-it- functions-for-the-delivery-of-marketing-innovation-andrew-buckley-journal-of-direct-data-and-digital-marketing-practice-vol-16-no-4/
- 2. 2 Problem Statement - many new product or service innovations struggle, as the enabling IT developments are late, over budget or don't meet expectations. And a major contributory factor is the collaboration difficulties between the functional islands or thought worlds of IT and Marketing. This research consistently found IT delivery challenges and collaboration difficulties.
- 3. The academic research provides a great insight into the collaboration difficulties, caused by Interpretive Barriers between functions. The main one found in this research, is the translation barrier between Marketing “greek” and IT “geek”. Others include interpretation or process barriers. 3
- 4. The academic literature also identifies Mitigation Tactics, such as a boundary staff who have the role of translators, with IT-Marketing or Jeckyl-Hyde skills. Others found in this research include training or service prototypes as boundary objects. 4
- 5. Car Concepts The use of in manufacturing of prototypes is very common, to facilitate collaboration between design and production functions. JLR is investing in major new design facility in UK. 5
- 6. Public Office LinkedIn in California has offices with space for the public to try out setting up profiles, which gives the chance for Engineering (what they call IT) and Marketing to together see how end users respond to product designs. 6
- 7. User Stories MasterCard uses Service Prototypes, or what’s called in Agile “Epic Stories”, as a boundary spanning object to facilitate collaboration between product marketing and IT 7
- 8. Conclusion & Conjecture • The answer to the problem of collaboration between IT & Marketing, to enable successful delivery of IT enabled service product innovations is not clear. • However, the conjecture from this research, is that training staff (T-Shaped skills) to understand the other function’s work, using Agile development (iteration over documentation) and bringing IT & Marketing into the same room, to debate user stories using service design methods; maybe and just maybe, the silver bullet.