1. Knowledge management systems face challenges due to how knowledge is embodied, threats to identity, different learning styles, incommensurability between disciplines, and power dynamics.
2. Effective knowledge management requires addressing these issues through an interactive process that aligns incentives and culture while navigating power and influence from internal and external forces.
3. The goal is a sharing model where all participants continuously work to develop a shared understanding and jointly contribute to new knowledge.
The document outlines 10 ways for IT departments to modernize and better meet business needs. It discusses shifting IT's role from simply technology delivery to also improving business results and providing leadership. It recommends IT focus on business priorities, demonstrate value through outcomes rather than costs, and use business language and disciplines to build trust with executive leadership. Managing the full technology lifecycle, sourcing appropriately, and focusing on continual implementation of high-value initiatives can help IT transform into a strategic partner.
1) The document discusses emerging trends in enterprise applications for 2009, including a greater focus on cost-cutting, easier integration of applications, and new consumption models like cloud/SaaS.
2) Key application areas that will be important in 2009 include BPM, collaborative CRM, financial BI, and tools that support innovation.
3) New application models like software as a service (SaaS) and "mashups" that combine multiple applications and services will become more prevalent, enabling more customized solutions.
The document discusses how marketing automation and the human touch can improve marketing performance. It provides examples of how live engagement through prospect qualification, relationship building, and business intelligence collection can enhance marketing automation efforts. Specifically, it presents two case studies where teleprospecting identified actionable leads, provided sales referrals and feedback, and ensured optimal lead scoring and nurturing in marketing automation systems.
The Relationship Between ITG and ITSM Lifecycles PradeepBhanot
The document discusses the relationship between IT governance and IT service management lifecycles. It notes that both areas have evolved from being operations focused to becoming more risk and value focused. A key point is that IT governance and IT service management have similar drivers of business alignment, transparency, best practices, rigor, formality, policy and compliance. The document advocates taking a holistic view and creating a unified service model to bring more transparency and value to both IT and the business.
The document discusses trends in the Israeli infrastructure market in 2009, outlining general topics like service oriented infrastructure, cloud computing, and major trends, as well as focusing on specific technology domains including development, enterprise system management, servers, desktops, and storage. It also provides an agenda covering these areas and recommendations for adapting infrastructure in a flexible way through attributes like economic, technology, human resource, and operational agility.
This document summarizes IBM's efforts to develop skills for the 21st century through academic partnerships. It discusses four pillars of IBM's global university programs: talent-research collaborations, talent-skills building, talent-recruiting, and infrastructure projects. It provides examples of specific programs and initiatives under each pillar, such as shared research awards, academic initiative courses, PhD fellowships, and internship programs. The document emphasizes IBM's goal of partnering with schools to educate students for the IT workforce through access to IBM technology, materials, and volunteer support from IBM employees.
This document discusses trends in the Israeli infrastructure market in 2009. It covers general topics like service-oriented infrastructure, cloud computing, and open source solutions. It also examines technology domains such as development, enterprise systems management, servers, desktops, and storage. The presentation provides an overview of major trends and general recommendations for the Israeli infrastructure market.
The document outlines 10 ways for IT departments to modernize and better meet business needs. It discusses shifting IT's role from simply technology delivery to also improving business results and providing leadership. It recommends IT focus on business priorities, demonstrate value through outcomes rather than costs, and use business language and disciplines to build trust with executive leadership. Managing the full technology lifecycle, sourcing appropriately, and focusing on continual implementation of high-value initiatives can help IT transform into a strategic partner.
1) The document discusses emerging trends in enterprise applications for 2009, including a greater focus on cost-cutting, easier integration of applications, and new consumption models like cloud/SaaS.
2) Key application areas that will be important in 2009 include BPM, collaborative CRM, financial BI, and tools that support innovation.
3) New application models like software as a service (SaaS) and "mashups" that combine multiple applications and services will become more prevalent, enabling more customized solutions.
The document discusses how marketing automation and the human touch can improve marketing performance. It provides examples of how live engagement through prospect qualification, relationship building, and business intelligence collection can enhance marketing automation efforts. Specifically, it presents two case studies where teleprospecting identified actionable leads, provided sales referrals and feedback, and ensured optimal lead scoring and nurturing in marketing automation systems.
The Relationship Between ITG and ITSM Lifecycles PradeepBhanot
The document discusses the relationship between IT governance and IT service management lifecycles. It notes that both areas have evolved from being operations focused to becoming more risk and value focused. A key point is that IT governance and IT service management have similar drivers of business alignment, transparency, best practices, rigor, formality, policy and compliance. The document advocates taking a holistic view and creating a unified service model to bring more transparency and value to both IT and the business.
The document discusses trends in the Israeli infrastructure market in 2009, outlining general topics like service oriented infrastructure, cloud computing, and major trends, as well as focusing on specific technology domains including development, enterprise system management, servers, desktops, and storage. It also provides an agenda covering these areas and recommendations for adapting infrastructure in a flexible way through attributes like economic, technology, human resource, and operational agility.
This document summarizes IBM's efforts to develop skills for the 21st century through academic partnerships. It discusses four pillars of IBM's global university programs: talent-research collaborations, talent-skills building, talent-recruiting, and infrastructure projects. It provides examples of specific programs and initiatives under each pillar, such as shared research awards, academic initiative courses, PhD fellowships, and internship programs. The document emphasizes IBM's goal of partnering with schools to educate students for the IT workforce through access to IBM technology, materials, and volunteer support from IBM employees.
This document discusses trends in the Israeli infrastructure market in 2009. It covers general topics like service-oriented infrastructure, cloud computing, and open source solutions. It also examines technology domains such as development, enterprise systems management, servers, desktops, and storage. The presentation provides an overview of major trends and general recommendations for the Israeli infrastructure market.
The document discusses integrated reporting and its role in value creation. It provides an overview of the Australian Business Reporting Leaders Forum and their work to promote integrated reporting in Australia. The document also summarizes feedback on the International Integrated Reporting Council's discussion paper and potential benefits of integrated reporting, such as improved capital allocation and more meaningful reports that articulate a company's business model and value creation.
This document discusses theoretical foundations for information systems (IS) success in small- and medium-sized enterprises (SMEs). It introduces four theories that may help explain IS success in SMEs: the theory of planned behavior, transaction cost economy, technology acceptance model, and the DeLone & McLean IS success model. The document also presents open questions about how to conceptualize IS success in SMEs and how these theories relate to the existing literature on adopting and using information technologies in small businesses.
This document discusses Knowledge IT's quick solution delivery offerings across various industries. It provides an overview of 5 solutions - IP Management, HR Collaborative Management, Incidence Response Management, Incidence & Emergency Management, and Corporate Governance Management. It also describes Knowledge IT's product suite which includes tools like Object Manager, Administration Manager, Review Manager, and others. Finally, it discusses Knowledge IT's 4 types of applications - Professional, Business, Enterprise, and Ultimate - which are tailored for customers based on needs and user demand.
Quick Solution delivery offered by Knowledge IT provides industry-specific solutions including patent & intellectual property, manufacturing, medical & health care, beauty & care, education, oil and energy, and government. It offers 5 solutions: IP Management, HR Collaborative Management, Incidence Response Management, Incidence & Emergency Management, and Corporate Governance Management. It also provides various productivity applications that can be customized for professional, business, enterprise, and ultimate users.
This document summarizes the services offered by Knowledge IT, including industry-specific solutions and products for intellectual property management, HR management, emergency management, and other functions. It describes Knowledge IT's SaaS application offerings for professional, business, enterprise, and ultimate users. Key capabilities highlighted include document management with folder structure and security, annotation and search features, and automated email notifications.
This document provides an overview of Quint Wellington Redwood, an independent management consulting and education group founded in 1992 with over 200 consultants globally. It focuses on organizational IT management challenges across 5 consulting practices and 1 education practice. The document outlines Quint's global coverage, client examples across industries, and their approach of "Daring to Challenge" which emphasizes objective and measurable improvements. It also summarizes Quint's consulting services and provides examples of client references in various industries.
This presentation provides an overview of the COBIT framework for IT governance and control. It is designed for academic courses covering topics like information systems management, information security management, auditing, and accounting information systems. The presentation introduces the driving forces behind IT governance and control, an overview of the COBIT framework, and how COBIT maps to other relevant standards and frameworks.
Quick Solution Delivery Offered by Knowledge IT summarizes Knowledge IT's offerings in 3 sentences:
Knowledge IT provides industry-specific software solutions across various industries including manufacturing, healthcare, education, and energy. They offer customizable software products that include modules for functions like IP management, HR strategy, and corporate governance. Customers can choose which modules they need rather than being required to use all functions of an application.
The document describes Knowledge IT's solutions and products for intellectual property management. It lists various industry verticals Knowledge IT serves and its key solutions: IP Management, HR Collaborative Management, Incidence Response Management, Incidence & Emergency Management, and Corporate Governance Management. It then lists Knowledge IT's products which include tools like Object Manager, Administration Manager, Review Manager, and Project Manager. The document explains Knowledge IT offers applications tailored for different organization sizes from professional to ultimate. It provides examples of folder registration and access management, annotation/comment features, and escalation emails for document operations.
The document discusses measurements for a desk sales manager position. It proposes both quantitative metrics like 4 continuous indicators and 4 warning lights, as well as qualitative measures for surfacing hidden information and secrets. Finding central connectors, information brokers, and boundary spanners in the organizational network could help uncover such hidden details. Simple measurements are recommended that can still capture complex processes and hidden agendas.
Information and Knowledge Management 1/10Joao Cunha
O documento apresenta um plano estratégico de conhecimento com 5 secções principais: 1) Dados de desempenho da empresa; 2) Informação das redes sociais; 3) Informação de comunidades online; 4) Um painel de conhecimento ('knowledge dashboard'); 5) Apresentação de dados para partilha de conhecimento e gestão da imagem da empresa.
The document discusses how measuring various metrics of online communities, such as unique visitors, page views, and registered members, can provide insights into the community's health and value. It also explores how certain highly engaged community members who are motivated by their needs can help identify trends and innovations that later gain widespread popularity. Capturing these user innovations through online communities could help fashion companies like Christian Dior stay at the forefront of new trends.
This document summarizes the services offered by AXIA Resources, a financial advisory firm founded by former Big 4 CPAs. The services include Sarbanes-Oxley compliance, internal audit, financial reporting, accounting, IT services, and interim staffing. The summary highlights AXIA's team of experienced accounting professionals who can provide technical expertise, oversight, and cost-effective solutions to clients.
The document summarizes the services offered by AXIA Resources, a financial advisory firm founded by former Big 4 CPAs. AXIA provides accounting, audit, compliance and consulting services across multiple industries. Their services include SOX compliance, internal audit, financial reporting, SEC filings, risk management, IT services, and interim staffing support. AXIA's team of professionals aim to quickly and cost-effectively deliver solutions to their clients' needs.
The document discusses the rise of teleworking and IT-aided remote work. It describes different types of remote work including working from home (telework), virtual teams with members in different locations, and electronic shift-work. The document outlines opportunities and challenges of remote work including greater flexibility but also potential isolation, loss of socialization, and difficulties with communication. It emphasizes the importance of managerial practices like strong company culture, employee support, and task assignment to maximize the benefits of remote work arrangements.
This document discusses managing change within an organization. It outlines three processes of change: alignment, culture, and power/politics. For each process, it discusses how to enact change using that process and the limitations. It then previews the upcoming class topics on tools for changing identity and selecting the best tool for internal change efforts.
The document discusses strategies used by managers to make sales and reporting numbers appear compliant through representation work rather than actual work, such as helping salespeople find unclaimed revenue to report as sales or increasing reported sales activities. It also notes how managers then use the represented numbers to portray success through rehearsed visits and panic over visits from higher-ups despite the disconnection between the represented numbers and actual work.
This slide shows four separate cases of Greenwashing in the US and UK and how approximately 60 students at George Washington University felt about each case.
The cases are BP for rebranding their image, Kmart for their biodegradable "American Fare" paper plates, Volkswagen for their low emissions claim, and Fiji for their carbon-negative claim.
The final slide shows our group recommendation for how to make the detection, researching, education and enforcement of Greenwashing more streamlined.
This document discusses how customers research purchases online and engage with brands. It notes that online opinions are seen as credible by customers and companies are interested in online communities. However, companies struggle to measure engagement. Engagement includes activities like rating, commenting, content creation and social networking that strengthen emotional connections with brands. The document proposes ideas for increasing online customer engagement like collaborative filtering and social media to bring in more revenue.
The document outlines the structure and evaluation process for an Information Systems class, including assignments, exams, and grading breakdown. Students will be evaluated based on an exam, case study assignments completed individually and in groups, and weekly flash reports and presentations done as part of practical assignments. The final grade will be determined by exams, lectures and case studies, and practical assignments.
The document discusses various topics related to organizational change and culture, including:
1. It provides an overview of the "tools for change" that will be discussed in the current and next class, including changing managerial practices and employee practices.
2. It examines challenges and opportunities when changing an organization's culture, including how this relates to managerial practices, employee practices, and group structure versus individual change.
3. It outlines a three-phase model for culture-led change: separation from current practices to create a space for change, supplying a new identity and social experiences during the change process, and reintegration back into the organization with new informal networks and participation.
The document discusses integrated reporting and its role in value creation. It provides an overview of the Australian Business Reporting Leaders Forum and their work to promote integrated reporting in Australia. The document also summarizes feedback on the International Integrated Reporting Council's discussion paper and potential benefits of integrated reporting, such as improved capital allocation and more meaningful reports that articulate a company's business model and value creation.
This document discusses theoretical foundations for information systems (IS) success in small- and medium-sized enterprises (SMEs). It introduces four theories that may help explain IS success in SMEs: the theory of planned behavior, transaction cost economy, technology acceptance model, and the DeLone & McLean IS success model. The document also presents open questions about how to conceptualize IS success in SMEs and how these theories relate to the existing literature on adopting and using information technologies in small businesses.
This document discusses Knowledge IT's quick solution delivery offerings across various industries. It provides an overview of 5 solutions - IP Management, HR Collaborative Management, Incidence Response Management, Incidence & Emergency Management, and Corporate Governance Management. It also describes Knowledge IT's product suite which includes tools like Object Manager, Administration Manager, Review Manager, and others. Finally, it discusses Knowledge IT's 4 types of applications - Professional, Business, Enterprise, and Ultimate - which are tailored for customers based on needs and user demand.
Quick Solution delivery offered by Knowledge IT provides industry-specific solutions including patent & intellectual property, manufacturing, medical & health care, beauty & care, education, oil and energy, and government. It offers 5 solutions: IP Management, HR Collaborative Management, Incidence Response Management, Incidence & Emergency Management, and Corporate Governance Management. It also provides various productivity applications that can be customized for professional, business, enterprise, and ultimate users.
This document summarizes the services offered by Knowledge IT, including industry-specific solutions and products for intellectual property management, HR management, emergency management, and other functions. It describes Knowledge IT's SaaS application offerings for professional, business, enterprise, and ultimate users. Key capabilities highlighted include document management with folder structure and security, annotation and search features, and automated email notifications.
This document provides an overview of Quint Wellington Redwood, an independent management consulting and education group founded in 1992 with over 200 consultants globally. It focuses on organizational IT management challenges across 5 consulting practices and 1 education practice. The document outlines Quint's global coverage, client examples across industries, and their approach of "Daring to Challenge" which emphasizes objective and measurable improvements. It also summarizes Quint's consulting services and provides examples of client references in various industries.
This presentation provides an overview of the COBIT framework for IT governance and control. It is designed for academic courses covering topics like information systems management, information security management, auditing, and accounting information systems. The presentation introduces the driving forces behind IT governance and control, an overview of the COBIT framework, and how COBIT maps to other relevant standards and frameworks.
Quick Solution Delivery Offered by Knowledge IT summarizes Knowledge IT's offerings in 3 sentences:
Knowledge IT provides industry-specific software solutions across various industries including manufacturing, healthcare, education, and energy. They offer customizable software products that include modules for functions like IP management, HR strategy, and corporate governance. Customers can choose which modules they need rather than being required to use all functions of an application.
The document describes Knowledge IT's solutions and products for intellectual property management. It lists various industry verticals Knowledge IT serves and its key solutions: IP Management, HR Collaborative Management, Incidence Response Management, Incidence & Emergency Management, and Corporate Governance Management. It then lists Knowledge IT's products which include tools like Object Manager, Administration Manager, Review Manager, and Project Manager. The document explains Knowledge IT offers applications tailored for different organization sizes from professional to ultimate. It provides examples of folder registration and access management, annotation/comment features, and escalation emails for document operations.
The document discusses measurements for a desk sales manager position. It proposes both quantitative metrics like 4 continuous indicators and 4 warning lights, as well as qualitative measures for surfacing hidden information and secrets. Finding central connectors, information brokers, and boundary spanners in the organizational network could help uncover such hidden details. Simple measurements are recommended that can still capture complex processes and hidden agendas.
Information and Knowledge Management 1/10Joao Cunha
O documento apresenta um plano estratégico de conhecimento com 5 secções principais: 1) Dados de desempenho da empresa; 2) Informação das redes sociais; 3) Informação de comunidades online; 4) Um painel de conhecimento ('knowledge dashboard'); 5) Apresentação de dados para partilha de conhecimento e gestão da imagem da empresa.
The document discusses how measuring various metrics of online communities, such as unique visitors, page views, and registered members, can provide insights into the community's health and value. It also explores how certain highly engaged community members who are motivated by their needs can help identify trends and innovations that later gain widespread popularity. Capturing these user innovations through online communities could help fashion companies like Christian Dior stay at the forefront of new trends.
This document summarizes the services offered by AXIA Resources, a financial advisory firm founded by former Big 4 CPAs. The services include Sarbanes-Oxley compliance, internal audit, financial reporting, accounting, IT services, and interim staffing. The summary highlights AXIA's team of experienced accounting professionals who can provide technical expertise, oversight, and cost-effective solutions to clients.
The document summarizes the services offered by AXIA Resources, a financial advisory firm founded by former Big 4 CPAs. AXIA provides accounting, audit, compliance and consulting services across multiple industries. Their services include SOX compliance, internal audit, financial reporting, SEC filings, risk management, IT services, and interim staffing support. AXIA's team of professionals aim to quickly and cost-effectively deliver solutions to their clients' needs.
The document discusses the rise of teleworking and IT-aided remote work. It describes different types of remote work including working from home (telework), virtual teams with members in different locations, and electronic shift-work. The document outlines opportunities and challenges of remote work including greater flexibility but also potential isolation, loss of socialization, and difficulties with communication. It emphasizes the importance of managerial practices like strong company culture, employee support, and task assignment to maximize the benefits of remote work arrangements.
This document discusses managing change within an organization. It outlines three processes of change: alignment, culture, and power/politics. For each process, it discusses how to enact change using that process and the limitations. It then previews the upcoming class topics on tools for changing identity and selecting the best tool for internal change efforts.
The document discusses strategies used by managers to make sales and reporting numbers appear compliant through representation work rather than actual work, such as helping salespeople find unclaimed revenue to report as sales or increasing reported sales activities. It also notes how managers then use the represented numbers to portray success through rehearsed visits and panic over visits from higher-ups despite the disconnection between the represented numbers and actual work.
This slide shows four separate cases of Greenwashing in the US and UK and how approximately 60 students at George Washington University felt about each case.
The cases are BP for rebranding their image, Kmart for their biodegradable "American Fare" paper plates, Volkswagen for their low emissions claim, and Fiji for their carbon-negative claim.
The final slide shows our group recommendation for how to make the detection, researching, education and enforcement of Greenwashing more streamlined.
This document discusses how customers research purchases online and engage with brands. It notes that online opinions are seen as credible by customers and companies are interested in online communities. However, companies struggle to measure engagement. Engagement includes activities like rating, commenting, content creation and social networking that strengthen emotional connections with brands. The document proposes ideas for increasing online customer engagement like collaborative filtering and social media to bring in more revenue.
The document outlines the structure and evaluation process for an Information Systems class, including assignments, exams, and grading breakdown. Students will be evaluated based on an exam, case study assignments completed individually and in groups, and weekly flash reports and presentations done as part of practical assignments. The final grade will be determined by exams, lectures and case studies, and practical assignments.
The document discusses various topics related to organizational change and culture, including:
1. It provides an overview of the "tools for change" that will be discussed in the current and next class, including changing managerial practices and employee practices.
2. It examines challenges and opportunities when changing an organization's culture, including how this relates to managerial practices, employee practices, and group structure versus individual change.
3. It outlines a three-phase model for culture-led change: separation from current practices to create a space for change, supplying a new identity and social experiences during the change process, and reintegration back into the organization with new informal networks and participation.
The document discusses how information technologies affect organizations. It makes three key points:
1. Information technologies have stable properties that have unavoidable effects across society and organizations.
2. These technological properties are activated and their effects decided by those in power, including managers, through their choices of which technologies to adopt and how to configure them.
3. Contrary to claims that information technology affects all organizations equally, the impacts are unequally distributed and shaped by the interests of the powerful, not by technological imperatives alone.
The document discusses concepts for understanding complex systems and strategies, including expansion and equilibrium cycles, archetypes, and turning measurement into insight. It emphasizes learning from outliers, separating evaluation from information, and focusing on high-quality questions rather than enforced solutions. Key advice includes seeing the whole system, being aware of limits to growth, avoiding unintended consequences, and addressing problems at their fundamental level rather than through quick fixes.
1) Information technology is shaped by how people use it in their everyday work, not by the technology itself.
2) Users draw on the capabilities built into technologies to turn them into features that are then crystallized as others adopt them.
3) The focus should be on how information technology is used to address organizational challenges rather than on the consequences of the technology itself. The same technology can be used in different ways.
This document discusses emerging technologies and their impact on society. It mentions Web 2.0, push email, Twitter, and managing in the future year 2050. It also states that information technologies have stable properties that inevitably impact all people and organizations, and while resistance is possible, it is not sustainable and could even be dangerous.
The document discusses various knowledge management approaches including communities of practice, social bookmarking using tags and rankings, and using boundary objects. Communities of practice bring together practitioners in a domain to develop shared knowledge over time. Social bookmarking allows independent tagging and ranking of information. Boundary objects can be shared artifacts that translate knowledge across different communities while maintaining a common identity. The conclusion is that a knowledge management system acts as a boundary between individual and shared knowing processes.
The document discusses the concept of panopticism and surveillance in organizations. It addresses how surveillance can place control within the subject being monitored and allow them to self-police due to feeling constantly watch. Surveillance technologies are widely used by companies to monitor employees and review computer files, calls, and video recordings. The challenges are that this approach can encourage compliance rather than commitment and reinforce negative assumptions about employees.
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 discusses assessing an organization's readiness for business intelligence (BI). It defines BI and outlines key considerations like having executive sponsorship, realistic expectations, and dealing with data quality issues. The assessment process should deliver a high-level implementation plan, RFP, BI roadmap, skills gap analysis, and learning plan. Organizations are encouraged to put these deliverables in place to help ensure BI success.
Frank oracle strategy v2.3 fb.ppt [compatibility mOracle Hrvatska
The document discusses Oracle's strategic view of creating options for customers through its IT products and services. It summarizes Oracle's strategy as evolving through three phases: [1] supporting best of breed applications for flexibility, [2] providing a one stop shop for efficiency, and [3] its current focus on integrated "fusion" applications and middleware that provide both flexibility and pre-integration. The strategy aims to help customers adapt quickly to changing needs through acquisition of new technologies and capabilities.
Silicon Systems provides IT management consulting and services including marketing, branding, CXO consulting, and IT products. Their philosophy is to act as a business architect and leverage organizational capabilities to help clients grow, unlock potential, and stay competitive. Their vision is to be a global consulting house that helps clients thrive horizontally and vertically to become industry leaders. They provide strategic consulting, transformation services, and help drive innovation through new business models and technologies.
ECATA - Sourcing Strategies of IT ServicesPatrick Nolot
The 11th International Aerospace Seminar organized by the ECATA Alumni (European Consortium for Advanced Training in Aerospace, www.ecata.org) took place in Munich, Germany, and hosted industry leaders who made presentations on the conference's theme "Balancing Core Competences and Out-Sourcing".
Patrick Nolot, VP Technology Strategy & Architecture, BNP Paribas Personal Finance, together with Björn Schichler, Senior Manager, LogicaCMG Management Consulting and Michel Cadars, LogicaCMG Global Account Director EADS, made a presentation on "Sourcing Strategies of IT Services".
Presentation abstract:
• Main evolutions of the IT sourcing services market, from off shoring of IT programming skills to Business Process Outsourcing (BPO)
• What IT outsourcing (ITO) is and is not? (scope)
• Why deciding for “optimal IT sourcing” initiatives? (business objectives)
• Where to source IT services? (location analysis)
• How to source IT services? (sourcing models)
• Best practices and return on experience from LogicaCMG, one of the leading 10 players in the Western European IT and BPO services market
• Emerging trends in the IT sourcing services market
Architecture Driven IT Modernization & Migration roadmapiCMG International
Approach plan for architecture driven modernization including selection of EA framework, reference models, EA taxonomy, how many artifacts for a system? mapping platform independent model to platform specific models, EA metrics & measurement (current status) vs (projected 3 years) and SOA maturity model –example
This document outlines Ingersoll Rand's lean deployment strategy presented at a lean summit in Shanghai. It discusses using lean principles in business strategy and goal deployment to drive operational excellence. Key aspects of the strategy include top leadership commitment, coaching to solve problems, and building a culture of continuous improvement through tools like A3 thinking and a mission control board. The goal is to increase speed, flow, and alignment across the value chain.
1) The document discusses next practices for IT organizations, including adopting best practices frameworks to improve governance, alignment with business needs, and use of resources.
2) It highlights trends like cloud computing, analytics, and social media that are changing IT and business models.
3) Surveys of IT professionals found that most organizations have immature governance and many IT projects fail, demonstrating a need for better practices.
Agile BI : meeting the best of both worlds from departmental and enterprise BIJean-Michel Franco
The document discusses the need for business intelligence (BI) to evolve from a process-centric IT function to an information-centric service that empowers all users within an organization. It argues that BI must adopt agile methodologies to quickly deliver intelligence to both occasional and advanced users. The document presents a case study of Sanofi Pasteur, which implemented a new hybrid BI architecture and agile development approach to accelerate time-to-value, gain higher user acceptance, and increase the number of prototype projects launched each year.
Information architecture for men in kilts slideshareBilly Cripe
This document discusses trends in enterprise information management (EIM) and their implications for information architecture. It notes that EIM is shifting from control of information to improved access. Modern information architecture must evolve beyond old models and be personalized, integrated and tailored to each user. To better enable EIM, information architecture should consolidate and secure important information, improve data accuracy and integrity, resolve inconsistencies, and integrate information across boundaries according to a long-term strategy. The document argues that effective information management requires understanding what data is important, what metrics exist, what inconsistencies occur, what the overall strategy is, and taking a long view.
Creating A Necessary Dependence - IT Business Alignmentgmwhitfield
The document discusses IT business alignment and how creating dependence between IT and business leaders is necessary to achieve alignment. It outlines challenges to alignment like focusing only on how IT aligns to business, a lack of tools to measure maturity, and traditional technology-focused solutions. The document proposes an IT2x framework that takes a process-centric approach involving both IT and business to identify projects supporting business goals. This framework aims to eliminate waste, allow more budget for innovation, and provide metrics to improve efficiency and alignment through a shared understanding of goals.
My presentation in IT secure Forum 2012 conducted in Dubai 17-September-2012.
I have discussed the Business-IT alignment, how to measure it and how to measure the maturity out of it to make sure that IT is doing what it suppose to do,
I have tried to not to talk about theories only and to merge with real life examples.
more over I have talk about IT strategy , IT Governance, Knowledge management; IT metrics; Enterprise architecture and partnership
I hope you guys will find it enjoyable and benefit out of it.
This document discusses the globalization of a company through the use of information technology. It describes how the company transitioned from a diversified holding company structure in the early 1990s to focusing solely on healthcare products. It then outlines how the company's IT infrastructure was previously fragmented and not integrated, hindering its ability to market, manufacture, and supply products globally. The document proposes using a global IT platform to standardize processes, integrate systems, and share services/data across the company in order to enable globalization. It identifies barriers to implementing this plan such as financial restrictions, resistance to change, and regulatory differences between regions.
Improve Efficiency & Reduce Costs through BI in Fertilizer SectorDhiren Gala
Efficiency Improvement & Cost Reduction through Business Intelligence (BI) in Fertilizer Sector. - A presentation by Sanjay Mehta, CEO, MAIA Intelligence at The Fertilizer Association of India (FAI) WORKSHOP ON ICT FOR IMPROVING EFFICIENCY IN FERTILISER AND AGRICULTURE SECTORS held from March 16-19, 2009 at Manali.
Transforming SMEs using opensource technology platformsMangesh Wagh
Presentation tries to elaborate how SMEs can transform their organizations by using opensource technology platforms.
- A few myths and truths about running process automation initiatives
- Problems which SMEs face
- Approach to solutions and implementations
This document discusses how small and medium enterprises (SMEs) can transform and increase their growth rate using open source technologies and business process automation. It outlines typical organizational goals like increasing revenue and reducing costs. It then discusses how automating business processes can help SMEs achieve higher growth by making them more effective and efficient. The document provides an approach for SME transformation through developing web applications in key areas like marketing, HR, operations, and finance. It addresses common problems SMEs face and how open source solutions can help overcome those challenges in a cost-effective manner while providing benefits like customizability and community support. The document promotes a consultative approach to help SMEs identify needs, recommend solutions, implement them
Este documento fornece táticas para implementar estratégias de tecnologia da informação através da cultura organizacional. Ele discute como alinhar a estratégia e estrutura da TI com a cultura, como mudar a cultura para apoiar a implementação e como gerir a implementação através da cultura, criando experiências consistentes que começam com os incentivos certos.
[1] O documento discute como os gestores usam dados e estatísticas para melhorar suas carreiras e se apresentar de forma favorável às metas da empresa.
[2] Apresenta vários métodos questionáveis de manipulação de dados, como amostras seletivas, percentagens enganosas e atribuições causais duvidosas.
[3] Sugere que os gestores devem sempre questionar criticamente os dados e estatísticas, verificando amostras, intervalos de confiança, dispersão e possíveis vieses para ev
Information and Knowledge Management 6/10Joao Cunha
1) O documento discute redes sociais online e offline e como as empresas podem usar informações dessas redes para fins estratégicos.
2) É proposto um "Plano Estratégico de Conhecimento" para que as empresas possam coletar, analisar e apresentar dados de desempenho e informações de redes e comunidades online.
3) A análise de comunidades online inclui tabelas que calculam a proporção de opiniões pró-empresa, neutras e contra a empresa em vários canais como links, blogs e críticas online
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Este documento discute vários tópicos relacionados a tecnologias de informação e empresas, incluindo:
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2) Existem várias decisões a serem tomadas sobre sistemas de registro de desempenho, incluindo níveis de automação vs manual e padronização vs flexibilidade.
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This document discusses tools for managing change and persuasion processes within organizations. It identifies different types of employees, including ladder-climbers, wage-earners, and money-grabbers. Managers are described as special users who can shape and enforce technology use to address everyday challenges through leadership. The document suggests that statistical patterns may not apply to individual lives and asks about developing additional tools.
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1. Information technologies have stable properties that have unavoidable effects across society and organizations.
2. Those in power, including managers, decide which properties to activate by choosing the technology mix.
3. The interactive approach recognizes that each information technology has dynamic properties determined by how people use it, and that those uses shape society and organizations rather than the technologies themselves.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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Recruiting in the Digital Age: A Social Media Masterclass
IS Undergrads Class 16
1. !e Road go" ever on and on
Do# from $ door where it began.
Now far ahead $ Road has gone,
And I mu% fo&ow, if I can,
Pursuing it wi' ea(r feet,
Until it joins some lar(r way
Where many pa's and errands meet.
And whi'er 'en? I cannot say.
First
< >
2. summary from last class... and our goal
for the beginning of today’s.
Technology rules The powerful rule
! Information technologies have
! Information technologies have stable properties
stable properties
! These properties have activated
! These properties have unavoidable effects across society and
effects across society and organizations
organizations
! Those in power (incl. managers)
! Information technology affects all decide:
organizations equally " which properties to activate
" by choosing the technology mix
Interactive approach
Each information technology has dynamic
properties determined by how people use it
It is people’s use of IT, and not IT itself
which shapes society and organizations
Those in power can shape interpretive
schemes, but not technology use directly
IT is a resource for improvisation
3. SECOND
analysis Implementation
Biz strategy
Biz strategy
Org’l strategy IS strategy Org’l strategy IS strategy
analysis
Biz strategy
IT does not provide
competitive advantage
Org’l strategy IS strategy directly, but it is of
strategic consequence
IT matters strategically
Market pull: Punctuated
change
Organizational push:
Continuous change
4. The ISS Triangle, really
Biz strategy
Org’l strategy IS strategy
analysis Implementation
Biz strategy
Biz strategy
Org’l strategy IS strategy Org’l strategy IS strategy
IS strategy --> Biz strategy
Implementation
Biz strategy
Systems
thinking
Outliars
simple
measurements
Surfacing
secrets
Org’l strategy IS strategy
5. IS strategy --> Org strategy
ID work Continuous
(anticipatory) (avoid shame) Visibility Automatic IS
COMPLIANCE
(adjusted Rationale for
Reporting strategy
(façade) adjustment
Opportunity to Need to enforce Effortful
represent reporting reporting
compliance
IS strategy --> Org strategy, really
ID work Continuous
(avoid shame) Visibility Automatic IS
(anticipatory) Reporting strategy
COMPLIANCE
(façade)
Opportunity to Need to enforce Effortful
represent reporting reporting
compliance
6. third
challenges &
opportunities managerial
practices
employees’
practices
Process of change
Alignment &
Cultural contents
incentives
:-(
:-)
Power & influence Cultural process
External Internal
7. Onwards
Internal
Pressures of use
External
Outcomes of use
KMS
8. KMS is seen as a strategic tool
Failing at KMS is of strategic
consequence
10. Organization Value Approach Technology Results
Reduce operating Communities of Standardized $2 billion
Chevron Practice (COPs), Microsoft reduction in
costs
facilitate transfer platform, annual operating
of Best Practices Plumtree portal costs
(1991 vs. 1998)
Faster revenue
Cap Gemini growth, lower COPs, central KM 10-fold increase in
Microsoft
Ernst & costs managers, content
platform and revenue with
management 5-fold increase in
Young Exchange
employees
Technical COPs, Web enabled Increased
Schlumberger Knowledge in the intranet & production from
hands of extranet 1500 to 6000 bbl/
employees and day for customer
customers
Organization Value Approach Technology Results
Bring creative, COPs, Steering Enterprise portal Reduced customer
Best Buy new solutions to Committee, Skill-based people request time,
market faster, Design teams finder increased sales
Shorten the KM Program Community sites productivity
learning curve, Office
Lower costs
Revenue growth, COPs, knowledge Lotus Notes,
IBM Global managers,
400% increase in
industry Raven, Domino service revenue,
Services leadership Intellectual time savings of
Capital $24M in 1997
Management
System
HP Revenue growth, COPs, knowledge Focused on people 70+ COPs speed
customer demand maps and process adoption of
solutions consulting
approaches
11. Knowledge Management Approaches
Interaction
Communities
of practice
Self service
Codification
- Resources Required +
Knowledge Management Approaches
Interaction Intranets
Portals to key info
Search
Yellow Pages
Self service
Codification
- Resources Required +
12. Best Buy: Self-service
Enterprise Portal
Integrated Search Engine
Knowledge Repository
Personalization
Skills-Based People
Finder
Personal Information
Location Information
Skills & Competencies
13. Knowledge Management Approaches
K. Sharing
Interaction
Learning
Communities Communities
CoPs of practice
Codification
- Resources Required +
14. Best Buy
Community Sites Application
Community Sites
95% re-usable format
Extensive usability testing
Redundant infrastructure
Database/ parameter driven
Nested Communities
15. “My KM is
spelled with 6
letters, and they
are...”
16. Why?
Harnessing knowledge is difficult
1. e-KMS is hard on the brain
2. Identity work hampers knowledge sharing
3. People have different learning styles
4. Different knowledges are incomensurable
5. Power is at stake in knowledge
1. Knowledge is embodied
Mind = Brain + material artifacts
17. 2. Knowledge work is
threatening to ID
Identity work is the dominant motivator
Participating in knowledge production is a
threat to identity
Only when identity is safe do people engage in
knowledge creation and sharing
18. Challenges in KW / IW
Fear of incompetence
Witholding of contribution (OTTPI)
Marrying theories and tools
Sustaining group dynamics
3. People have different
learning styles
Learning style is a function of:
Neural constitution
Learning trajectory
Social context
Mismatch between KMS and learning
style significantly hampers learning
19. What kind of KMS do you need?
4. The problem of incomensurability
Knowledge work is multi-disciplinary, but different
disciplines work under different paradigms
A!Paradigm!includes:
A set of metaphysical assumptions
Particular theories of the subject matter
!Examples of solved problems
Apparatus and experimental procedures
Paradigms change through revolution and conversion (not
evolution an persuasion)
20. Problem of Incommensurability:
Outcomes
Experts in an old paradigm may not be able to
communicate with those in a new
Participants from different disciplinary cultures
may not be able to communicate with each other
# Making it impossible to work towards a common
goal
5. Power dynamics in knowledge
creation and sharing
1. Imperialism
2. Trading
3. Sharing models
21. Imperialism
! A (technological, ideological, or political) elite
! has the overall problem representation
! black boxes others into specific roles whose purpose those
persons do not need to understand.
! communication downward (orders) & upward
(evidence of obedience)--no trade
Trading
Trade mediated primarily by interactional expert
To facilitate trading zones, these experts have
to be reflective, able to analyze their own role
within the zone
Trade mediated primarily by creole, creating
interactional experise among multiple
participants
22. Sharing models
Shared mental model:
! All participants need to share a common
representation of the system and its goals.
! Dynamic representations, so sharing needs to be
continuous.
" Flowing to the work & avoid groupthink
! Joint contribution to development of a new expertise
The user imperative
1. e-KMS is hard on the brain
2. Identity work hampers knowledge sharing
3. People have different learning styles
4. Different knowledges are incomensurable
5. Power is at stake in knowledge
What to do?
23. Process of change
Alignment &
Cultural contents
incentives
:-(
:-)
Power & influence Cultural process
External Internal