This document discusses IT-enabled business capabilities for turbulent environments. It outlines three key capabilities - operational, dynamic, and improvisational. Dynamic and improvisational capabilities are more important for long-term strategic advantage in turbulent environments. The relationship between IT infrastructure capabilities and these three business capabilities is also explored. Emerging IT infrastructures like event-driven, service-oriented, and self-learning systems can help strengthen an organization's dynamic and improvisational capabilities.
The promises of Service Oriented Enterprise Architecture include greater business agility, improved application integration at reduced cost, and the holy grail of aligning IT initiatives with business objectives. Achieving these goals requires organizations to approach SOA from an Enterprise Architecture perspective. Although existing EA processes and tools can be adapted to facilitate SOA, a new approach is gaining wider acceptance as being especially suited to this task.
Capability Modeling focuses on the things that business units can do instead of how they do them. There is a direct corollary to the best practices of service design, where the focus of analysis is on what a service does instead of how it is implemented. Business Capabilities can be described in terms that the business is familiar with, and then mapped directly to services implemented by systems supported by the IT organization.
This presentation covers the basics of Capability Modeling and how this important technique can be used by Enterprise Architects to facilitate an SOA adoption program.
Today, business architecture is everywhere. So what is the definition and scope of business architecture? As a concept, business architecture is often misunderstood, over-used, under-used, or wrongly-used.
Enterprise Business Architecture in Practice -- Leveraging EBA for Success on...SteveMelville
Pragmatic recommendations for leveraging Enterprise Business Architecture (EBA) to avoid common pitfalls of ERP/CRM projects. While there is ample literature on the theory and concepts of Enterprise Business Architecture, this talk distills recommendations gleaned from actually having tried to apply EBA on Sun Microsystems "IBIS" project. This multi-year, multi-deployment program impacted more than 250 business processes spanning virtually all of Sun\'s core value streams: Concept-to-Offering, Campaign-to-Sales Order, Order-to-Cash, Supply Chain Plan-to-Stock, Issue-to-Resolution, and Financial Accounting-to-Reporting. It targeted more than 50% of Sun\'s entire application portfolio for replacement. The presentation describes how EBA can be leveraged to avoid the cost overruns, schedule slips, and missed business expectations that are often encountered on ERP/CRM implementation efforts.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Suggest to practice EA in a three tier approach rather than a big bang. Point out EA is a planning effort rather than an engineering effort. EA is not the enterprise wide solution architecture. Clarify the confusion of business capability and business process. EA is not business process centric it is the mean to support the end of business capability. Introduce the concept of business floor plan and EA landscape. The business floor plan is similar to the floor plan of a house. EA landscape to present the situation of usage such as the landscape of application, data and technology. Practical EA use the popular EA method such as FEAF, TOGAF, DODAF to design the segment architecture .
The promises of Service Oriented Enterprise Architecture include greater business agility, improved application integration at reduced cost, and the holy grail of aligning IT initiatives with business objectives. Achieving these goals requires organizations to approach SOA from an Enterprise Architecture perspective. Although existing EA processes and tools can be adapted to facilitate SOA, a new approach is gaining wider acceptance as being especially suited to this task.
Capability Modeling focuses on the things that business units can do instead of how they do them. There is a direct corollary to the best practices of service design, where the focus of analysis is on what a service does instead of how it is implemented. Business Capabilities can be described in terms that the business is familiar with, and then mapped directly to services implemented by systems supported by the IT organization.
This presentation covers the basics of Capability Modeling and how this important technique can be used by Enterprise Architects to facilitate an SOA adoption program.
Today, business architecture is everywhere. So what is the definition and scope of business architecture? As a concept, business architecture is often misunderstood, over-used, under-used, or wrongly-used.
Enterprise Business Architecture in Practice -- Leveraging EBA for Success on...SteveMelville
Pragmatic recommendations for leveraging Enterprise Business Architecture (EBA) to avoid common pitfalls of ERP/CRM projects. While there is ample literature on the theory and concepts of Enterprise Business Architecture, this talk distills recommendations gleaned from actually having tried to apply EBA on Sun Microsystems "IBIS" project. This multi-year, multi-deployment program impacted more than 250 business processes spanning virtually all of Sun\'s core value streams: Concept-to-Offering, Campaign-to-Sales Order, Order-to-Cash, Supply Chain Plan-to-Stock, Issue-to-Resolution, and Financial Accounting-to-Reporting. It targeted more than 50% of Sun\'s entire application portfolio for replacement. The presentation describes how EBA can be leveraged to avoid the cost overruns, schedule slips, and missed business expectations that are often encountered on ERP/CRM implementation efforts.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
Suggest to practice EA in a three tier approach rather than a big bang. Point out EA is a planning effort rather than an engineering effort. EA is not the enterprise wide solution architecture. Clarify the confusion of business capability and business process. EA is not business process centric it is the mean to support the end of business capability. Introduce the concept of business floor plan and EA landscape. The business floor plan is similar to the floor plan of a house. EA landscape to present the situation of usage such as the landscape of application, data and technology. Practical EA use the popular EA method such as FEAF, TOGAF, DODAF to design the segment architecture .
For years I've been fascinated by the usage of EA as a means to document and structure all aspects of an enterprise. There are many good sources of information out there today that will show you how to do that. But what about reasoning about the enterprise, what models exists to do that
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Transnet is the largest and most crucial part of the freight logistics chain that delivers goods to each and every South African. Every day Transnet delivers thousands of tons of goods around South Africa, through its pipelines and both to and from its ports. It moves that cargo on to ships for export while it unloads goods from overseas.
In this presentation, Kevin Govender, Group Chief Enterprise Architect at Transnet, in Johannesburg, South Africa, shares the approach that Transnet uses to create business value through an ARIS based Enterprise Architecture Solution. Kevin shares that creating value through Enterprise Architecture involves planning and monitoring the performance of IT support of the business, throughout its entire lifecycle – ensuring that business strategy and demands are completely understood, prioritized and executed on and that the costs, quality and risks to IT support are known and considered during decision making.
This presentation was a keynote address at Software AG's 2014 Innovation Forum, held in Johannesburg, South Africa.
For years I've been fascinated by the usage of EA as a means to document and structure all aspects of an enterprise. There are many good sources of information out there today that will show you how to do that. But what about reasoning about the enterprise, what models exists to do that
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Transnet is the largest and most crucial part of the freight logistics chain that delivers goods to each and every South African. Every day Transnet delivers thousands of tons of goods around South Africa, through its pipelines and both to and from its ports. It moves that cargo on to ships for export while it unloads goods from overseas.
In this presentation, Kevin Govender, Group Chief Enterprise Architect at Transnet, in Johannesburg, South Africa, shares the approach that Transnet uses to create business value through an ARIS based Enterprise Architecture Solution. Kevin shares that creating value through Enterprise Architecture involves planning and monitoring the performance of IT support of the business, throughout its entire lifecycle – ensuring that business strategy and demands are completely understood, prioritized and executed on and that the costs, quality and risks to IT support are known and considered during decision making.
This presentation was a keynote address at Software AG's 2014 Innovation Forum, held in Johannesburg, South Africa.
Lecture on project governance and failure presented to a Master’s level class in strategic project management at University College London on March 25-26, 2009. The class was led by Dr. Andrew Edkins, UCL Senior Lecturer.
I blogged about this on ZDNet: http://blogs.zdnet.com/projectfailures/?p=2528
Impact Makers - Enterprise Agility - How to BE AgileImpact Makers
Impact Makers' SVP Jim Blizzard presented two breakout sessions at the Project Management Institute of Central Virginia's 2019 symposium. The interactive two-part discussion focuses on what to look for as you help drive your company into an age of Enterprise Agility and move from “doing Agile” into “being Agile.”
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
Overview of Agile for Business AnalystsSally Elatta
This seminar was presented to the IIBA Omaha group. My goal was to provide a quick overview of Agile and then dive into the role and skills needed for a BA on an Agile team. Let me know if you would like me to present this or a similar topic at your organization. sally@agiletransformation.com
This presentation provides you with a practical approach for implementing Enterprise Content Management (ECM) using the open methodology MIKE2. The slides are from the AIIM ECM Specialist and Master Certificate Programs. For more information visit www.aiim.org/training
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
IT-Enabled Business Capabilities For turbulent Environments
1. IT-Enabled Business Capabilities
For Turbulent Environments
Omar A. El Sawy and Paul A. Pavlou,
MIS Quarterly Executive,
2008,
pp.139-150.
정보자원관리론
국민대학교 비즈니스IT전문대학원 차상민 (skykids@skykids.kr) 2009-05-08 1 / 31
2. Contents
Executive Summary
1.
The Business Capabilities Trifecta
2.
Prioritizing The Capabilities In The Trifecta
3.
Turbulent Environments Require IT To Be Woven Into The
4.
Enterprise Fabric
Emerging IT Infrastructures For Turbulent Environments
5.
Managing The IT Function In Turbulent Environments
6.
CIO Guidelines For Overcoming Turbulent Environment
7.
Hurdles
Applying The Lessons Of Our Research In Practice
8.
정보자원관리론
국민대학교 비즈니스IT전문대학원 차상민 (skykids@skykids.kr) 2009-05-08 2 / 31
3. 1. Executive Summary
Turbulent environments
IT-enabled business capabilities
Operational capabilities
Dynamic capabilities
Improvisational capabilities
Operational → Dynamic and Improvisational
Relationships between IT infrastructure capabilities and IT-
enabled business capabilities
Emerging IT infrastructures
Event-drive
Service-oriented
Self-learning
Guidelines for CIOs to overcome the hurdles
정보자원관리론
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4. 2. The Business Capabilities
Trifecta
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5. A. The Business Capabilities Trifecta
Operational capabilities may no longer match the rapidly
changing environment
Market demand
Consumer preferences
New technology developments
Technological breakthroughs
Enterprises must rapidly innovate, adapt, and reconfigure themselves to
match the changing environment
Enterprises need Dynamic capabilities and Improvisational
capabilities to successfully compete in turbulent environments
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6. B. A Collaborative Trio
Operational capabilities
The planned ability to effectively execute substantive day-to-day activities,
such as manufacturing, logistics, and sales.
Dynamic capabilities
The planned ability to effectively reconfigure existing operational
capabilities to match the shift in business environment.
Improvisational capabilities
The learned ability to spontaneously reconfigure existing resources in
real time to build new operational capabilities that better match novel
environmental situations.
The Business Capabilities Trifecta
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7. C. Dynamic Capabilities
A measurable model of dynamic capabilities
Sensing the environment
The ability to spot, interpret, and pursue the need for changing the
enterprise’s operational capabilities by understanding market needs and
identifying new internal and external opportunities.
Learning
Acquiring, assimilating, and developing new knowledge needed to revamp
operational capabilities with new knowledge and skills.
Integrating knowledge
Embedding new knowledge into the new operational capabilities by creating a
shared understanding and collective sense-making.
Coordinating activities
Orchestrating and deploying discrete reconfigured tasks, resources, and
activities embedded in the new operational capabilities.
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8. D. Improvisational Capabilities
Insufficient time for formal planning
Managers must adapt new conditions on-the-fly by acting
outside their formal plans.
Improvisation is likely to be a repeated activity that is
enhanced with practice.
Enterprises engage in improvisation in an organized manner.
Dynamic capabilities stress disciplined flexibility, “Logic of
opportunity.”
Improvisational capabilities require creativity and
intuition, “Logic of responsiveness.”
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9. E. IT Infra Capas and the Biz Capas Trio
Strategic Advantage
Operational
Capabilities
Environmental Turbulences
Dynamic Improvisational
Capabilities Capabilities
IT Infrastructure Capabilities
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10. F. IT Infrastructure vs IT Infra Capabilities
IT infrastructure is the sets of IT hardware, software, and
networks, including applications software and database
management software, that are available to the enterprise.
IT infrastructure capabilities are the enterprise’s ability to be
aware of what functionalities the IT infrastructure has to offer,
to understand when and how to use them, and, when using
them, to take advantage of specific IT functionalities and their
combinations.
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11. 3. Prioritizing The Capabilities In
The trifecta
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12. A. Trade-Off
An organization’s dynamic and improvisational capabilities are
the primary predictors of its long-term strategic advantage in
turbulent environments.
Operational capabilities can only offer a series of short-term
temporary advantages that are likely to be fleeting as the
environment changes and new contingencies emerge.
The more turbulent the environment, the more valuable an
enterprise’s dynamic and improvisational capabilities become.
The case of IndyMac Bank’s e-MITS system
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13. A. Trade-Off (continued)
The more turbulent the environment, the more resources are
needed to build and enhance an enterprise’s operational
capabilities.
In moderately turbulent environments, dynamic capabilities are
the primary influential capability in reconfiguring existing
operational capabilities.
In highly turbulent environments, improvisational capabilities
completely dominate the reconfiguration process.
As turbulence increases to very high levels, improvisation
capabilities become more influential than dynamic capabilities.
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14. 4. T. E. Require IT To Be Woven
Into The Enterprise Fabric
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15. A. Connection, Immersion, Fusion
Relationship between IT infrastructure and the business
context has been changed during the last 20 years.
Connection(1970s) > Immersion(1990s) > Fusion(most
recently)
Connection: IT was viewed as a tool that supported business processes.
Immersion: IT infrastructure was viewed as a business enabler.
Fusion: IT becomes part of the integral fabric of an enterprise.
Fusion is the most effective form of IT-business coupling in
turbulent environments.
The necessary shared mindset is most common in progressive
enterprises in industries that are undergoing major IT-enabled business
transformation.
Case of Marshall Industries
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16. 5. Emerging IT Infrastructures
For Turbulent Environments
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17. A. Influence to Dynamic Capabilities
IT infrastructure capabilities can affect an enterprise’s strategic
advantage indirectly.
IT infrastructure capabilities help an enterprise to:
Stay responsive to market intelligence by affectively sensing the
environment.
Acquire, assimilate, and use knowledge by effectively
coding, synthesizing, and sharing knowledge to generate new learning.
Make information visible and accessible, facilitate information sharing and
support rich communication, which in turn enhances the enterprise’s
ability for integrating knowledge.
Allocate resources to tasks, monitor performance, and indentify
synergies among people and tasks, thus enhancing the enterprise’s ability
for coordinating activities.
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18. B. Influence to Improvisational Capabilities
IT infrastructure capabilities can improve an enterprise’s
awareness of internal and external conditions by:
Providing access to information.
Providing enhanced information flows that enable the information to be
shared.
Enhancing collaboration.
IT infrastructure capabilities facilitate the sharing and building
of colleagues’ ideas through brainstorming and real-time
interaction.
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19. C. Three Types of Architectures
Event-driven Architectures
To help create real-time enterprises that can react quickly to market
events
A “publish/subscribe” architecture that enabled information about
business events to be distributed in real time across private and public
networks on an exception basis
Based around the techniques and tools of complex event processing in
distributed enterprise systems.
Vigilant Information Systems
“alertly watchful”
The concept of an observe-orient-decide-act(OODA) loop. They include:
Observing requirements
Orienting requirements
Deciding requirements
Acting requirements
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20. C. Three Types of Architectures (continued)
Service-oriented Architectures(SOAs)
Based on Web services that allow applications to be more modular
(“Lego-like”)
First, an SOA allows different flexible different flexible configurations of
smaller modules to be more easily enabled and activated.
Second, the domain knowledge needed to outsource the development of
a smaller application module is much less, resulting in much faster
application development time.
Third, an organized approach to getting things done quickly yields higher
quality applications than when “fighting fires” under time pressure.
An effective way of conserving IT investments because it removes the
need for massive integration and re-integration expenditures when
requirements change.
Moving to an SOA and Web services creates a whole new set of
enterprise requirements.
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21. C. Three Types of Architectures (continued)
Self-learning Architectures
Each time a business process is executed, the architecture can “learn”
on-the-fly.
A self-learning architecture expands the knowledge-creating capacity of
business processes and enriches the interactions between processes and
all who touch them.
A case of Dot Hill
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22. 6. Managing The IT Function In
Turbulent Environments
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23. A. The Application Infrastructure
The IT infrastructures typically implemented in enterprises
today are encumbered by legacy architectures.
CIOs need to make changes in both the application
infrastructure and the IT human resources (HR) infrastructure.
The Applications Infrastructure
CIOs can take operational steps at the application infrastructure level to
cement more effective contextual coupling.
“Venture systems” layer is the application layer that is closest to the
customer. This means the layer needs to be the most dynamic and highly
configurable.
“Simultaneous loose/tight coupling” is providing reconfigurability at the
top layer rather than the ERP/transactions layer.
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24. A. The Application Infrastructure (continued)
The Application Infrastructure
The core needs tightly controlled specifications and requirements, and a
disciplined way of maintaining architectural integrity as modifications are
made in response to business requirement changes.
There also needs to be a mutual accommodation across the business
units, the IT department, and IT vendors.
One approach is to have an acceptable level of user-controlled
reconfigurability in applications sensitive to changes in the business
environment.
Standardized software applications are used in a best of breed fashion in
some contexts.
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25. B. The IT Human Resource Infrastructure
The IT Human Resource Infrastructure
The IT fusion mindset requires that system developers receive extensive
training on the business context.
And that business users are trained to be savvy about IT in the
application context.
In enterprises in highly dynamic environments that worried the most
about contextual coupling at the application level, system developers
were continually trained to act as business partners, rather than just as
problem solvers and requirements translators.
A “slowing down to go faster” principle is most important when the
pace is frenzied.
IT developers who interface directly with demanding business customers,
who are using their dynamic improvisational capabilities, are especially
crucial.
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26. 7. CIO Guidelines For
Overcoming T. E. Hurdles
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27. A. Hurdles and Guidelines
Hurdle No. 1: IT Seen Primarily as an Enable of Operational
Capabilities
Enterprises should put dynamic and improvisational capabilities in the
foreground and relegate operational capabilities on the background.
Hurdle No. 2: Improvisation Seen as Unacceptable
Enterprises should develop improvisational capabilities for highly
turbulent environments.
Hurdle No. 3: IT Not Woven Into the Enterprise’s Business
Fabric
Enterprises should consider IT as integral to the business fabric.
Hurdle No. 4: Limited Availability of IT Infrastructures for
Supporting Dynamic and Improvisational Capabilities
Enterprises need to focus on leveraging the effects of their IT infras on
dynamic and improvisational capabilities, rather than operational ones.
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28. A. Hurdles and Guidelines (continued)
Hurdle No. 5: Difficulty of Funding Emerging IT Infrastructures
for Business Agility
Enterprises should embrace emerging reconfigurable IT infrastructures
sooner, rather than later.
Hurdle No. 6: Resistance to Loose/Tight Coupling
The IT department should embed IT processes into the enterprise’s
business units.
Hurdle No. 7: The Temptation to Cut Corners
Enterprises should implement IT HR policies that foster inner calm and
discipline.
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29. 8. Applying The Lessons Of Our
Research In Practice
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30. A. Two trade-offs
The first trade-off is between IT support for short-term
efficiencies in the enterprise’s existing operational capabilities
and processes, and support for its dynamic and improvisational
capabilities.
The second trade-off is between reconfiguring existing
operational capabilities by leveraging dynamic (planned
reconfiguration) capabilities and improvisational (spontaneous
reconfiguration) capabilities, versus deploying IT
infrastructures that enable these capabilities.
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