Successful technology implementation requires extensive planning, research, and consideration of both short- and long-term goals. SRP, an Arizona utility company, faced outdated legacy systems and spent a year planning and researching new technologies, including consulting other utilities. They developed requirements for a new ERP system and implemented it in 2013, replacing 22 legacy systems. While installation was relatively easy, change management was challenging due to resistance from long-term employees. Training and an organizational change management group helped with the transition.
This white paper discusses how companies can apply data science insights to improve products and operations. It describes the typical data science project lifecycle, including problem definition, data collection, model building and testing. However, many companies struggle to deploy models into production applications. The paper argues that data science teams need tools that allow models to be easily updated and redeployed without disrupting operations. The Yhat platform aims to streamline this process and help companies more quickly turn insights into data-driven products.
Ruthless Execution - Oracle's Journey to Customer CentricityMainstay
The story of Oracle demonstrates the transformative power of critical capabilities to energize the company, and in doing so, build an atmosphere where ruthless execution became the highest value.
Rewriting the Rulebook: New Ways of Working in the Digital EconomyCognizant
This document provides case studies of 22 businesses that have driven innovation and maximized value by transitioning to digital technologies. It discusses how companies have implemented Oracle cloud solutions like HCM Cloud, ERP Cloud, and CRM Cloud to streamline processes in areas like human capital management, financial management, supply chain management, and customer experience management. The case studies demonstrate measurable benefits these companies have achieved, such as improved operational efficiency, data-driven decision making, reduced costs, and enhanced user experiences.
Building an Effective & Extensible Data & Analytics Operating ModelCognizant
This document provides a framework for building an effective and extensible data and analytics operating model. It outlines a 3-step methodology: 1) Develop a business model focused on data; 2) Design the operating model focusing on integration and standardization of processes and data; 3) Design the operating model architecture detailing how people, processes and technology are organized. It identifies 9 core components of the operating model including managing processes, data, analytics services, and governance. The document provides examples of how to detail the subcomponents and design rules to integrate and standardize data across the organization.
1) The document discusses planning, executing, and measuring successful business transformations. It provides best practices from various companies that have successfully transformed their businesses.
2) Common challenges to successful transformation include failure to anticipate changes, misjudging risks, and lack of change management skills. Successful transformations had support from leadership, strong execution, and clear metrics to measure progress.
3) Implementing enterprise project portfolio management (EPPM) solutions can help companies overcome challenges and drive transformation by providing visibility, standardized processes, and metrics to track progress and costs. EPPM supports the innovation, efficiencies, and risk management that companies need to transform.
The document discusses making data quality an operational way of life through rigorous governance and quality processes. It explains that operational data quality requires continuous validation of data accuracy, currency, and auditability. It also requires governance to ensure data relevance considering internal/external changes. The key aspects of operational data quality are repeatable validation workflows, tracking exceptions, using baselines to assess reasonability, and categorizing exceptions to address data quality issues.
This white paper discusses how companies can apply data science insights to improve products and operations. It describes the typical data science project lifecycle, including problem definition, data collection, model building and testing. However, many companies struggle to deploy models into production applications. The paper argues that data science teams need tools that allow models to be easily updated and redeployed without disrupting operations. The Yhat platform aims to streamline this process and help companies more quickly turn insights into data-driven products.
Ruthless Execution - Oracle's Journey to Customer CentricityMainstay
The story of Oracle demonstrates the transformative power of critical capabilities to energize the company, and in doing so, build an atmosphere where ruthless execution became the highest value.
Rewriting the Rulebook: New Ways of Working in the Digital EconomyCognizant
This document provides case studies of 22 businesses that have driven innovation and maximized value by transitioning to digital technologies. It discusses how companies have implemented Oracle cloud solutions like HCM Cloud, ERP Cloud, and CRM Cloud to streamline processes in areas like human capital management, financial management, supply chain management, and customer experience management. The case studies demonstrate measurable benefits these companies have achieved, such as improved operational efficiency, data-driven decision making, reduced costs, and enhanced user experiences.
Building an Effective & Extensible Data & Analytics Operating ModelCognizant
This document provides a framework for building an effective and extensible data and analytics operating model. It outlines a 3-step methodology: 1) Develop a business model focused on data; 2) Design the operating model focusing on integration and standardization of processes and data; 3) Design the operating model architecture detailing how people, processes and technology are organized. It identifies 9 core components of the operating model including managing processes, data, analytics services, and governance. The document provides examples of how to detail the subcomponents and design rules to integrate and standardize data across the organization.
1) The document discusses planning, executing, and measuring successful business transformations. It provides best practices from various companies that have successfully transformed their businesses.
2) Common challenges to successful transformation include failure to anticipate changes, misjudging risks, and lack of change management skills. Successful transformations had support from leadership, strong execution, and clear metrics to measure progress.
3) Implementing enterprise project portfolio management (EPPM) solutions can help companies overcome challenges and drive transformation by providing visibility, standardized processes, and metrics to track progress and costs. EPPM supports the innovation, efficiencies, and risk management that companies need to transform.
The document discusses making data quality an operational way of life through rigorous governance and quality processes. It explains that operational data quality requires continuous validation of data accuracy, currency, and auditability. It also requires governance to ensure data relevance considering internal/external changes. The key aspects of operational data quality are repeatable validation workflows, tracking exceptions, using baselines to assess reasonability, and categorizing exceptions to address data quality issues.
The document discusses how established companies can become more data-driven through a strategic transformation. It provides examples of how the Spanish hotel chain Ilunion and Transport for London used data analytics to improve decision making. The key steps for companies include linking data initiatives to business goals, creating a data-driven culture where all employees use data in their work, and implementing technology infrastructure to make relevant data and insights accessible. Becoming truly data-driven requires addressing cultural and technical barriers and viewing data as a strategic asset.
Accenture's report explains how natural language processing and machine learning makes extracting valuable insights from unstructured data fast. Read more. https://www.accenture.com/us-en/insights/digital/unlocking-value-unstructured-data
1) Accenture's Internal Audit function faced challenges keeping up with the company's growth and needed to digitize processes to increase efficiency and coverage.
2) They implemented a new Global Risk and Compliance software, used analytics to enable continuous auditing, and Microsoft Dynamics CRM for continuous risk assessment.
3) These digital tools allowed Internal Audit to significantly increase the number and types of services provided while improving productivity and reducing costs.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
This document discusses how adopting an agile approach to outsourcing can help organizations accelerate the benefits of outsourcing in today's rapidly changing business landscape. It recommends that companies define their business strategy, create a base case of current costs, and understand their target operating model to prepare for an agile outsourcing approach. Adopting agile methods allows for faster implementation of outsourcing solutions through more flexible contracts and cloud-based "as-a-service" offerings.
A Data-driven Maturity Model for Modernized, Automated, and Transformed ITbalejandre
This document presents a research-based maturity model for measuring organizations' progress in IT transformation. The model segments organizations into four levels of maturity based on surveys of 1,000 IT executives about their infrastructure, processes, and relationships. Only a small percentage have achieved the highest levels of modernized infrastructure, automated processes, and business-IT alignment needed for digital transformation. Higher maturity is correlated with improved agility, efficiency, innovation funding, and business outcomes. Adopting modern data center technologies, automated processes, and DevOps practices can help organizations progress to more mature states.
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
Corporate learning is increasingly critical to business, but traditional approaches are inefficient, overly rigid, fragmented and unconnected from employees' daily work - and thus ripe for transformation - as recent research reveals.
The Three Stages of Global Payroll ImplementationCloudPay
Download Full Report: https://www.cloudpay.net/cloudpaper/global-payroll-implementation
A Comprehensive Guide to Building a Business Case, Evaluating Vendors and Deploying a Solution. In the quest for better business performance, large organizations must continually evaluate the efficiency and effectiveness of their global operations. When the focus is on payroll, the review process can get stuck in an endless evaluation cycle. This is typically because, despite an overwhelming feeling that things can be improved, the evidence needed to convince decision-makers tends to fall short.
In this report, we explore three stages of payroll transformation: evaluation, selection and deployment. For those tasked with managing any of these critical steps, we provide real-world advice assimilated from many years of building business cases and running global payroll projects.
Get a Competitive Edge with IBM and Oracle Supply Chain ManagementIBM
According to IBM’s C-suite study, COOs of the most successful organizations are making fundamental business strategy and operating model changes. They are redesigning their operating model to be closer to the point of demand, innovating their ecosystems for speed to market and introducing cloud and digital technologies to enable business agility, real-time insights and process automation. IBM has been working with Oracle to develop unique industry solutions based on Oracle Cloud (SaaS/PaaS) to leapfrog your digital transformation. One of our innovative solutions is the Supply Chain Control Tower for Oracle applications which provides end to end supply chain visibility, enriched data for supply chain insights and informed decision making using artificial intelligence (AI). In the sourcing and procurement area, IBM can help you transform a traditional and linear source-to-pay solution by applying industry best practices, digitizing operations, reducing procurement costs and increasing supplier performance. IBM’s RPA (Robotic Process Automation) solutions for Oracle SCM Cloud can monitor and manage processes to increase supply chain effectiveness and speed while reducing manual intervention.
Accenture's report explains how creating effortless experiences are so simple and easy with our data-driven strategy framework to drive growth. Read more.
This document discusses how IT departments need two modes, traditional and innovative, to keep up with digital transformation. The traditional mode focuses on maintaining legacy systems through optimized processes and service level agreements. The innovative mode uses agile principles for unpredictable but quick development of new technologies and solutions. This "bimodal IT" approach allows companies to both maintain existing systems while innovating at the pace of market trends through separate but collaborative teams. The document also outlines how digitization increases demands on IT in areas like customer experience, delivery speed and security. Managing both modes effectively requires the right oversight to balance reliability and disruption.
Intuition is not a mystery but rather a mechanistic process based on accumulated experience. Leading businesses are engineering intuition into their organizations by harnessing machine learning software, massive cloud processing power, huge amounts of data, and design thinking in experiences. This allows them to anticipate and act with speed and insight, improving decision making through data-driven insights and acting as if on intuition.
Enterprise Application Services: Moving Business into the Digital AgeCognizant
This document provides an overview of how various organizations across different industries have transformed their businesses through digital technologies. It discusses examples of companies that have implemented cloud-based solutions to improve processes in areas like human capital management, financial management, supply chain management, and customer experience management. Specific cases highlighted include a publishing company standardizing its global HR systems on Oracle HCM Cloud, a fast food franchise streamlining its financial and supply chain functions with Oracle ERP Cloud, and a global pharmaceutical company digitizing its financial approval process. The document aims to showcase how established businesses can harness technology to advance their business objectives and compete in the digital age.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The document discusses how CIOs are increasingly taking on a "venture capitalist" mindset to manage technology portfolios in a way that drives business value. Specifically:
1) CIOs are managing their portfolio of IT projects, assets, vendors, and talent like a VC manages investments - continually evaluating performance in terms of value, risk, and reward.
2) CIOs with a VC mindset evaluate each element of the IT portfolio in a way that business leaders understand, communicating quantitative and qualitative value to the business.
3) To be effective, CIOs also need skills like evaluating emerging technologies and predicting how the landscape will evolve for their business, customers, and partners.
How Human Resources processes are improved by Advanced Analytics and Big DataCapgemini
Internal mobility, recruitment, career development, life balance : Big Data and Analytics provide new insights for HR processes. Discover the innovative solution developed by Capgemini and IBM to support companies of all sizes in the optimal management
of these challenges. This new approach is leveraged by natural language processing, machine learning and data visualization. The solution helps executives to streamline HR processes, save time and reduce costs. Presented at IBM Insight 2015.
El documento describe las diferentes dificultades de aprendizaje que pueden presentar los estudiantes, incluyendo dificultades generales, aprendizaje lento, dificultades específicas como dislexia, disgrafía, discalculia y trastornos de déficit de atención. Explica que aproximadamente una de cada cinco personas experimentan dificultades de aprendizaje y es importante identificarlas tempranamente para brindar el apoyo adecuado. La prevención incluye garantizar atención de salud de calidad y crear entornos
Este documento resume las actividades de un grupo durante el curso 2014-2015, incluyendo excursiones a diferentes lugares como las Salinas de San Pedro, la Cala Escondida y el Barranco de Hondares. También detalla las reuniones de lectura y tertulias que tienen lugar. A lo largo del documento agradecen a varias personas por organizar comidas después de las excursiones.
The document discusses how established companies can become more data-driven through a strategic transformation. It provides examples of how the Spanish hotel chain Ilunion and Transport for London used data analytics to improve decision making. The key steps for companies include linking data initiatives to business goals, creating a data-driven culture where all employees use data in their work, and implementing technology infrastructure to make relevant data and insights accessible. Becoming truly data-driven requires addressing cultural and technical barriers and viewing data as a strategic asset.
Accenture's report explains how natural language processing and machine learning makes extracting valuable insights from unstructured data fast. Read more. https://www.accenture.com/us-en/insights/digital/unlocking-value-unstructured-data
1) Accenture's Internal Audit function faced challenges keeping up with the company's growth and needed to digitize processes to increase efficiency and coverage.
2) They implemented a new Global Risk and Compliance software, used analytics to enable continuous auditing, and Microsoft Dynamics CRM for continuous risk assessment.
3) These digital tools allowed Internal Audit to significantly increase the number and types of services provided while improving productivity and reducing costs.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
This document discusses how adopting an agile approach to outsourcing can help organizations accelerate the benefits of outsourcing in today's rapidly changing business landscape. It recommends that companies define their business strategy, create a base case of current costs, and understand their target operating model to prepare for an agile outsourcing approach. Adopting agile methods allows for faster implementation of outsourcing solutions through more flexible contracts and cloud-based "as-a-service" offerings.
A Data-driven Maturity Model for Modernized, Automated, and Transformed ITbalejandre
This document presents a research-based maturity model for measuring organizations' progress in IT transformation. The model segments organizations into four levels of maturity based on surveys of 1,000 IT executives about their infrastructure, processes, and relationships. Only a small percentage have achieved the highest levels of modernized infrastructure, automated processes, and business-IT alignment needed for digital transformation. Higher maturity is correlated with improved agility, efficiency, innovation funding, and business outcomes. Adopting modern data center technologies, automated processes, and DevOps practices can help organizations progress to more mature states.
Learning & Development: A Prescriptive Vision for Accelerating Business SuccessCognizant
Corporate learning is increasingly critical to business, but traditional approaches are inefficient, overly rigid, fragmented and unconnected from employees' daily work - and thus ripe for transformation - as recent research reveals.
The Three Stages of Global Payroll ImplementationCloudPay
Download Full Report: https://www.cloudpay.net/cloudpaper/global-payroll-implementation
A Comprehensive Guide to Building a Business Case, Evaluating Vendors and Deploying a Solution. In the quest for better business performance, large organizations must continually evaluate the efficiency and effectiveness of their global operations. When the focus is on payroll, the review process can get stuck in an endless evaluation cycle. This is typically because, despite an overwhelming feeling that things can be improved, the evidence needed to convince decision-makers tends to fall short.
In this report, we explore three stages of payroll transformation: evaluation, selection and deployment. For those tasked with managing any of these critical steps, we provide real-world advice assimilated from many years of building business cases and running global payroll projects.
Get a Competitive Edge with IBM and Oracle Supply Chain ManagementIBM
According to IBM’s C-suite study, COOs of the most successful organizations are making fundamental business strategy and operating model changes. They are redesigning their operating model to be closer to the point of demand, innovating their ecosystems for speed to market and introducing cloud and digital technologies to enable business agility, real-time insights and process automation. IBM has been working with Oracle to develop unique industry solutions based on Oracle Cloud (SaaS/PaaS) to leapfrog your digital transformation. One of our innovative solutions is the Supply Chain Control Tower for Oracle applications which provides end to end supply chain visibility, enriched data for supply chain insights and informed decision making using artificial intelligence (AI). In the sourcing and procurement area, IBM can help you transform a traditional and linear source-to-pay solution by applying industry best practices, digitizing operations, reducing procurement costs and increasing supplier performance. IBM’s RPA (Robotic Process Automation) solutions for Oracle SCM Cloud can monitor and manage processes to increase supply chain effectiveness and speed while reducing manual intervention.
Accenture's report explains how creating effortless experiences are so simple and easy with our data-driven strategy framework to drive growth. Read more.
This document discusses how IT departments need two modes, traditional and innovative, to keep up with digital transformation. The traditional mode focuses on maintaining legacy systems through optimized processes and service level agreements. The innovative mode uses agile principles for unpredictable but quick development of new technologies and solutions. This "bimodal IT" approach allows companies to both maintain existing systems while innovating at the pace of market trends through separate but collaborative teams. The document also outlines how digitization increases demands on IT in areas like customer experience, delivery speed and security. Managing both modes effectively requires the right oversight to balance reliability and disruption.
Intuition is not a mystery but rather a mechanistic process based on accumulated experience. Leading businesses are engineering intuition into their organizations by harnessing machine learning software, massive cloud processing power, huge amounts of data, and design thinking in experiences. This allows them to anticipate and act with speed and insight, improving decision making through data-driven insights and acting as if on intuition.
Enterprise Application Services: Moving Business into the Digital AgeCognizant
This document provides an overview of how various organizations across different industries have transformed their businesses through digital technologies. It discusses examples of companies that have implemented cloud-based solutions to improve processes in areas like human capital management, financial management, supply chain management, and customer experience management. Specific cases highlighted include a publishing company standardizing its global HR systems on Oracle HCM Cloud, a fast food franchise streamlining its financial and supply chain functions with Oracle ERP Cloud, and a global pharmaceutical company digitizing its financial approval process. The document aims to showcase how established businesses can harness technology to advance their business objectives and compete in the digital age.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The document discusses how CIOs are increasingly taking on a "venture capitalist" mindset to manage technology portfolios in a way that drives business value. Specifically:
1) CIOs are managing their portfolio of IT projects, assets, vendors, and talent like a VC manages investments - continually evaluating performance in terms of value, risk, and reward.
2) CIOs with a VC mindset evaluate each element of the IT portfolio in a way that business leaders understand, communicating quantitative and qualitative value to the business.
3) To be effective, CIOs also need skills like evaluating emerging technologies and predicting how the landscape will evolve for their business, customers, and partners.
How Human Resources processes are improved by Advanced Analytics and Big DataCapgemini
Internal mobility, recruitment, career development, life balance : Big Data and Analytics provide new insights for HR processes. Discover the innovative solution developed by Capgemini and IBM to support companies of all sizes in the optimal management
of these challenges. This new approach is leveraged by natural language processing, machine learning and data visualization. The solution helps executives to streamline HR processes, save time and reduce costs. Presented at IBM Insight 2015.
El documento describe las diferentes dificultades de aprendizaje que pueden presentar los estudiantes, incluyendo dificultades generales, aprendizaje lento, dificultades específicas como dislexia, disgrafía, discalculia y trastornos de déficit de atención. Explica que aproximadamente una de cada cinco personas experimentan dificultades de aprendizaje y es importante identificarlas tempranamente para brindar el apoyo adecuado. La prevención incluye garantizar atención de salud de calidad y crear entornos
Este documento resume las actividades de un grupo durante el curso 2014-2015, incluyendo excursiones a diferentes lugares como las Salinas de San Pedro, la Cala Escondida y el Barranco de Hondares. También detalla las reuniones de lectura y tertulias que tienen lugar. A lo largo del documento agradecen a varias personas por organizar comidas después de las excursiones.
This document discusses Vulcan Materials Company's implementation of spend analytics using Spend Radar. Vulcan Materials is the largest producer of construction aggregates in the US. The summary is:
Vulcan Materials implemented spend analytics to gain accurate spend classification and consolidation of data from multiple sources. Spend Radar provided a custom taxonomy and initially classified spend to 95% accuracy. Vulcan used drill-down dashboards and custom reports for compliance, market share analysis, and managing organizational changes. Early victories included capturing misclassified spend and identifying obscured major suppliers. Vulcan Materials leverages spend analytics for sourcing opportunities and across financial, tax, audit, and operations functions.
Mapa mental (contaminación del suelo y sónica)danielysserra
El documento habla sobre dos tipos de contaminación: la contaminación del suelo y la contaminación sónica. Respecto a la contaminación del suelo, explica que es la presencia de compuestos químicos hechos por el hombre u otra alteración al ambiente natural del suelo, y menciona algunas formas de contaminar el suelo y medidas para prevenirla. Sobre la contaminación sónica, la define como el exceso de sonido que altera las condiciones normales del ambiente y menciona causas comunes como aparatos de sonido a alto volumen y ofrece
The document provides a resume for Tiffany Margret Macad Guillermo, a 27-year-old Filipino registered nurse currently seeking a nursing position. She has over 6 years of experience working in hemodialysis and medical-surgical units in the Philippines. Her resume outlines her education and qualifications, including certifications in nephrology nursing, as well as descriptions of her previous roles and responsibilities as a hemodialysis nurse and head nurse.
El documento describe las diferentes dificultades de aprendizaje que pueden presentar los estudiantes, incluyendo dificultades generales, aprendizaje lento, dificultades específicas como dislexia, disgrafía, discalculia y trastornos de déficit de atención. Explica que aproximadamente una de cada cinco personas experimentan dificultades de aprendizaje y es importante identificarlas tempranamente para brindar el apoyo adecuado. La prevención consiste en atender factores de riesgo y garantizar que los estudiantes ten
Samsung UHD TV 2014 Communication ReviewDan Nguyen
The document summarizes Samsung's communication review of their 2014 UHD TV launch in Vietnam. It provides an overview of the TV market and Samsung and LG's positioning. Samsung's campaign focused on their curved UHD TV being the first in the world, conveyed through TV commercials, events across major cities allowing customers to experience the TV, print ads, and digital/social media including a microsite and Facebook page. The evaluation assessed Samsung scored higher than LG in changing perceptions, being campaign-able, attention grabbing, and brand fit. The recommendation suggests Samsung should improve their digital efforts, especially the microsite and Facebook page, to further increase brand awareness.
El documento trata sobre la ecología, la educación ambiental y la conciencia ambiental. Explica que la ecología estudia las interacciones entre los seres vivos y su entorno. Describe algunas disciplinas de la ecología como la aerobiología y la ecología microbiana. Además, define la educación ambiental como un proceso para crear conciencia sobre la importancia del medio ambiente. Finalmente, señala que la conciencia ambiental se logra a través de la educación y es necesaria para tomar decisiones que aseguren el futuro.
Learn How to Maximize Your ServiceNow InvestmentStave
Understand how leading companies are adopting an aPaaS strategy
Learn the evolution of ServiceNow's platform capabilities
Assert IT's influence over shadow IT practices
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
The document summarizes predictions from experts on the future of quality in their respective industries. It discusses:
1) Experts like retired General Stanley McChrystal and Jonathan Zittrain predict the need for more adaptable, networked leadership structures and concerns over security and innovation with the rise of smart, internet-connected devices.
2) Jim Davis presents the concept of "smart manufacturing" which uses real-time data to better integrate operations across the supply chain and customize products to customer needs.
3) The experts believe data and connectivity will break down barriers but also require solutions to ensure security, privacy, and continued innovation across industries.
Arrayworks offers a Transformation Acceleration Platform (TAP) that enables organizations to create a digital twin of their entire enterprise. This digital twin, or Digital Twin of an Organization (DTO), provides a virtual representation of all aspects of an organization including people, processes, documents, and assets. The DTO gives organizations improved situational awareness to support better decision making and assess the impact of potential changes. TAP allows customers to model complex workflows, automatically manage processes, and gain insights from analytics. Arrayworks helps clients implement TAP to digitally transform operations and overcome challenges like inefficient processes.
Ultimate Software provides three key benefits of selecting its SaaS solution for human capital management:
1. It provides in-house control over HR functions while outsourcing the maintenance and upgrades to Ultimate Software, reducing the need for dedicated in-house IT resources.
2. Companies see a return on their investment through lower upfront costs compared to licensed software, increased efficiency of HR processes, and freeing up HR staff time to focus on strategic initiatives.
3. Customers benefit from industry-leading security of their employee data hosted in Ultimate Software's secure data centers, as well as always having the latest version of UltiPro software without needing to manage upgrades themselves.
Strategy Basecamp's IT Diagnostic - Six Steps to Improving Your TechnologyPaul Osterberg
This document discusses leveraging technology for profitable growth. It provides examples of how top performing firms use technology differently and more effectively than other firms to increase productivity, revenue, and profits. A six-step process is outlined for firms to improve their technology value through benchmarking IT spending, assessing their current state, identifying strengths/weaknesses, optimizing tools and vendors, training staff, and creating an action plan. Case studies demonstrate how the process has helped firms with vendor selection, system integration, and strategic planning.
Rent-A-Center is a large rent-to-own company with over 4,500 stores that was struggling with inefficient development processes across its 300-person technology organization. It implemented the AgileCraft platform to help align its business and development teams on critical projects like GEAR for inventory management. Using AgileCraft's metrics and visualizations, the GEAR project was delivered on schedule and on budget. Rent-A-Center plans to expand the use of AgileCraft across the organization to further improve business performance and enable innovation.
This document discusses how technology is transforming the equipment finance industry. It provides perspectives from leaders of technology companies on how finance companies can plan for and implement software upgrades. The key points are:
1) Technology is crucial for businesses to stay competitive and can help automate processes, improve customer experience and gain insights from data.
2) When planning an upgrade, companies should establish a clear technology strategy and vision, understand current and future business needs, and ensure any new system is flexible.
3) Choosing the right technology partner is important - companies should shortlist vendors based on functionality, integration, and knowledge before selecting one to work with closely.
Extending agile beyond IT can help companies transform the customer experience.
Here’s how project managers can gain support from skeptics and newcomers.
Business transformation and the cio roleSalisu Borodo
The document discusses a report by Harvard Business Review Analytic Services on business transformation and the CIO role. It finds that some companies called "Innovation Accelerators" are accelerating business transformation through IT-enabled innovation. These companies share six common traits: 1) innovation leadership starts at the top with the CEO; 2) they take a structured approach to innovation but value speed over perfection; 3) they collaborate across functions and boundaries to gain diverse perspectives; 4) their CIOs focus more on strategic activities; 5) IT actively contributes to innovation; and 6) they invest more in and reward innovation. The report provides examples of how Innovation Accelerators are using technologies like analytics and mobility to transform customer engagement, business
The document provides an overview of KeyInterval Research, a market research firm that studies practitioners in HR and recruiting. It focuses on what makes software implementations successful based on surveys of 824 people involved in successful implementations. The main findings are that 82% of successful implementations were transformation projects rather than just optimization projects, and that common principles of success were found regardless of the size or complexity of the implementation. The report details insights into the attributes and actions that characterize successful implementations.
Finding the right legal process management toolssarahbrown1
This document discusses options for legal teams to manage case and matter management applications, including traditional on-site deployment, server virtualization, internal clouds, external private clouds, and public clouds. It outlines key differences between enterprise/on-site solutions and cloud/software as a service models, including customization options, business models, IT requirements, and costs. Legal teams must evaluate their needs, processes, resources, and long-term plans to determine the best deployment method.
Anil Patel is Managing Director of GrantBook. At GrantBook, he is leading the development of their Real-time Impact Reporting and Data Visualization practice area. In developing this practice area, Anil spends considerable time searching for useful trends in other creative industries. Industries that make use of human-centered design, 21st management practices and action-learning. Anil is also a co-founder and current board member of Framework, a charity he started with friends over a decade ago. Framework’s marquee program is the Timeraiser. To date, it has generated over 150,000 volunteer hours, invested over $1 million to the careers of emerging artists and supported over 500 nonprofits volunteer programs. Anil is an Ashoka Fellow and Action Canada Fellow
The document discusses the growth of data and how analyzing and monetizing data can create business opportunities. It describes four main ways companies can provide commercial services from monetized data: direct marketing, predictive analytics, benchmarks and indexes, and gamification. The document also discusses how partners can help clients with spend analytics and the benefits of using a cloud-based platform versus legacy systems.
We are very excited to share our first edition of our OpenInsight. This is the first of a regular series of updates which will include insights covering extending the value of data within your business, tips and tricks on the use of the RAPid platform and generic articles on business analytics.
This document discusses how today's digital teams require new collaboration tools to effectively work together. It notes that teams now include more external partners and remote/mobile workers. Current tools are often too complex, siloed, and not aligned with modern workstyles. A survey found that teams value tools for better communication, external collaboration, and supporting dispersed teams. Experts say tools must be easy to use on any device and integrate different solutions. High-performing teams switch between tools efficiently for tasks. The document advocates aligning tools with business goals like customer experience to boost productivity and results. It concludes that building a culture of collaboration across organizations requires seamless tools for all users.
Needs Assessment and Implementation Requirements of a Knowledge Management Sy...Paul Santilli
This document discusses the needs assessment and implementation requirements for a knowledge management system (KMS) to support competitive intelligence applications. It outlines a five-step approach: 1) conduct a needs analysis by gathering stakeholder requirements, 2) establish roles and responsibilities as part of an implementation process, 3) define key performance indicators to measure added value, 4) determine technical and application aspects for competitive intelligence needs, and 5) establish a value proposition and review fulfillment of requirements. The document provides details on each step, highlighting the importance of understanding information needs, defining clear roles, and assessing whether the KMS meets expectations and can adapt over time to changing business conditions.
Forrester Report: Master DevOps For Faster Delivery Of Software InnovationSEBASTIEN DENES
Modern applications and loosely coupled architectures allow organizations to deliver software faster. Loose coupling means applications can be developed and delivered in smaller increments with fewer dependencies. This reduces risk and allows teams to work independently and at their own pace. Automating processes like continuous integration, testing, deployment and monitoring further speeds up delivery while improving quality. Organizations must adopt DevOps practices and break down silos to fully realize the benefits of faster and more flexible application delivery.
Similar to ISM Magazine - Making Technology Work for You (20)
2. S
ALT RIVER PROJECT (SRP), a utility company in Tempe, Arizona, was
facing a challenge: Its legacy systems — customized business operations
systems developed by internal IT teams — were outdated and reaching
end of life. “We had existing systems that weren’t integrated and didn’t
talk with each other,” recalls Carrie Young, senior director, corporate operations
services at SRP.
A new approach was needed. SRP personnel spent a great deal of time plan-
ning and researching new technologies. They consulted with representatives
from other utilities for lessons learned.
“This process was a way for us to get ahead of the curve, to determine what
we were going to do rather than wait for a legacy system to crash,” Young says.
“We took a proactive approach by considering what was the best system to match
our internal requirements that we could build upon as we moved forward.”
Implementing the right supply management technology can be challenging at
best for any organization. It can be hard to avoid the hype that a certain technology
will solve all your needs or that the latest and greatest technology will improve
your supply chain’s visibility or effectiveness.
It can be equally difficult to distinguish and assess the possible from the
probable: That although many intriguing technological innovations exist, you
can’t realistically implement them all. With choices that range from automated
equipment and other hardware to enterprise and collaborative-hub software,
as well as intermediate technologies like RFID that involve both hardware and
software systems, it can be daunting for an organization to know the best tech-
nology choices.
Using Technology as a Solution
One way to evaluate whether to invest in a new technology is by looking at what
similar organizations are doing, says Uday Karmarkar, Ph.D., Los Angeles Times
chair in technology and strategy at UCLA Anderson School of Management in Los
Angeles. That’s a conservative approach, he says. A more proactive approach,
such as what SRP took, “is to ask whether the current processes are failing or
broken, and if a new approach can solve the problem in a pragmatic way,” he says.
Supply managers also can look at new technologies from a comprehensive
yet balanced viewpoint, says Michelle Drew Rodriguez, manufacturing leader for
Deloitte’s Center for Industry Insights in Chicago. The November 2015 Advanced
Technologies Initiative: Manufacturing & Innovation report by Deloitte and the
As one of the nation’s largest pub-
lic power utilities, SRP provides re-
liable, reasonably priced electricity
and water to more than 2 million
people in Central Arizona.
ISM July 2016 9
By Sue Doerfler
3. Council on Competitiveness, a
Washington, D.C.-based leadership
organization, suggests evaluating
how technology innovation can
be applied to enhance your supply
chain by looking at:
• Core possibilities. How can you
use technologies to optimize your
existing products for your existing
customers?
• Adjacent possibilities. How can
you use technologies to expand
your business into new areas?
• Transformational possibilities.
How can you incorporate break-
through technologies and/or
invent products/services for mar-
kets that don’t exist?
The report, which surveyed
38 executives from global compa-
nies and organizations, found that
advanced technologies — the trans-
formational — help organizations
gain competitive advantage, pro-
vide new opportunities and create
economic growth.
“You can’t underestimate the
significance of companies’ short-
term needs or their focus on the
bottom line and driving shareholder
value,” Drew Rodriguez says. “But
at the same time, you must keep
an eye out for the future and also
have a longer-time horizon in play
— because that’s when transforma-
tional technologies can truly help
provide significant value to your
3business processes and products.”
Leveraging Technology
Nevertheless, focusing on the
core — how a technology will ben-
efit existing customers, including
employees and stakeholders — is
often the starting point for organi-
zations looking to implement new
technology.
SRP spent a year developing a
list of requirements, which included
electronic procurement capabilities,
when it researched available tech-
nologies. It selected an ERP system,
which it implemented in 2013.
“We developed requirements
to match business processes that
would provide the best opportu-
nity for us to implement a ‘vanilla’
solution,” Young says. “We had to
be clear about our objectives and
what we were trying to accomplish,
to make sure the solution lined up to
those requirements. These factors
contributed to the overall success.”
By implementing the ERP system,
SRP was able to shut down 22 legacy
systems that no longer required
support, she says. “IT could now
focus on this integrated solution.”
In addition to coming up with
requirements, supply managers
also should investigate what tech-
nologies offer and what their key
strengths are. When looking for
spend analytics software, Vulcan
Materials, a Birmingham, Alabama-
based producer of construction
aggregates, spent about nine
months researching solutions,
including viewing demos and con-
ducting pilot projects.
“We didn’t really know much
about these systems but we
became educated,” says Michelle
Lax, procurement product man-
ager at Vulcan, which ultimately
chose a SciQuest solution. “What
we learned is that the importance
of this type of system was the way
it classified the data.”
Finding Unexpected Value
Occasionally after imple-
menting a technology, organiza-
tions may discover unexpected
advantages.
Lax says that not only does
Vulcan’s new software benefit the
procurement group — it gives the
ISM July 201610
“WE HAD TO BE CLEAR
ABOUT OUR OBJECTIVES and
what we were trying to accomplish, to
make sure the solution lined up to those
requirements.
THESE FACTORS CONTRIBUTED
TO THE OVERALL SUCCESS.”
— Carrie Young, senior director, corporate
operations services, Salt River Project (SRP)