This document summarizes an Italian presentation about business continuity solutions for IBM i systems. It discusses various replication technologies for IBM i, including remote journaling, system-based replication, and storage-based replication. It provides examples of how independent auxiliary storage pools (IASPs) can be used to implement replication with PowerHA SystemMirror. The presentation evaluates the functional differences between storage-based and journal-based replication. Customer testimonials are provided that discuss their choices between replication solutions. Contact information is provided at the end for any questions.
This document discusses the advantages of integrating BPM and CRM systems, including having a web-based HTML5 interface, Google-like search and drag-and-drop email capabilities, powerful workflows, and an integrated CRM system. It also mentions that the CRM system is powered by BCD WebSmart, which is a leading web generator for IBMi systems. Finally, it discusses automatically generating graphics, mobile features, maps, and contacts.
This document summarizes an Italian presentation about business continuity solutions for IBM i systems. It discusses various replication technologies for IBM i, including remote journaling, system-based replication, and storage-based replication. It provides examples of how independent auxiliary storage pools (IASPs) can be used to implement replication with PowerHA SystemMirror. The presentation evaluates the functional differences between storage-based and journal-based replication. Customer testimonials are provided that discuss their choices between replication solutions. Contact information is provided at the end for any questions.
This document discusses the advantages of integrating BPM and CRM systems, including having a web-based HTML5 interface, Google-like search and drag-and-drop email capabilities, powerful workflows, and an integrated CRM system. It also mentions that the CRM system is powered by BCD WebSmart, which is a leading web generator for IBMi systems. Finally, it discusses automatically generating graphics, mobile features, maps, and contacts.
The Theory of Constraints is a holistic management philosophy that views any complex system as being limited in achieving its goals by a small number of constraints. It involves five focusing steps: 1) identify the system's constraint, 2) exploit the constraint, 3) subordinate everything else to the previous decisions, 4) elevate the system's constraint, and 5) if a constraint is broken, repeat the process to identify a new one. It uses thinking processes like cause-and-effect tools to identify and resolve constraints in order to increase throughput in the system.
The Theory of Constraints is a holistic management philosophy that views any complex system as being limited in achieving its goals by a small number of constraints. It involves five focusing steps: 1) identify the system's constraint, 2) exploit the constraint, 3) subordinate everything else to the previous decisions, 4) elevate the system's constraint, and 5) if a constraint is broken, repeat the process to identify a new one. It uses thinking processes like cause-and-effect tools to identify and resolve constraints in order to increase throughput in the system.
3. La ripresa
Molti oggi parlano di ripresa, per primi quelli che non ci
mettono per niente mano.
La ripresa non è un elemento «autogenerante» ma si
innesta in un contesto specifico, senza il quale non
riesce a scattare.
Relativamente a questa (ipotetica) ripresa, credo sia
importante riflettere su due aspetti:
• da dove parte
• qual è il motore che la attiva
4. Parte dalla testa
La ripresa parte sempre dalla testa:
• dal Governo
• dalle Istituzioni
• dal Top Management aziendale
Ma non dimentichiamoci che può partire
anche dalla nostra testa di individui:
• magari nel piccolo
• magari nel poco
• comunque sempre per tutti i giorni
Museo dell’oro, Bogotà
5. Il motore
Non è sufficiente che la ripresa parta : deve potersi concretizzare
e consolidare per diventare un elemento di continuità
L’unico ingrediente in grado di farla concretizzare è costituito
dalla sinergia:
• voglia di collaborare
• capacità di fare squadra
• disponibilità a mettere in comune competenze
Squadriglia San Marco
6. Un esperimento
Questa giornata a San Pelagio vuole essere
• un esperimento
• una verifica di fattibilità
• una (piccola) ventata di innovazione
Il test ci sembra comunque incoraggiante:
• gli espositori hanno collaborato coinvolgendo clienti, partner,
prospect
• le associazioni hanno risposto con entusiasmo
• la «i Community» ha dimostrato la sua coesione