Seizing Opportunities, Overcoming Productivity Challenges in the Virtually Co...Cognizant
By following a few simple rules, organizations can overcome the barriers to social and virtual ways of working, including concerns about distractions, personal detachment and business disruption.
Faced with changing business needs, Microsoft Netherlands designed a "New Way of Working" to transform its culture and work practices. The initiative focused on three key areas: People, Place, and Technology. For People, internal teams developed a vision and goals to empower employees with flexibility while maintaining accountability. For Place, the office was redesigned without private offices to promote mobility. For Technology, Microsoft products were adopted to enable the new mobile workstyles. This "living the vision" approach helped demonstrate their value proposition to customers and exceeded financial goals. It created a more engaging work environment that improved employee satisfaction and boosted sales.
Social Business Journal, Volume 6: Inclusive Design in a Cognitive EraBernie Borges
In partnership with IBM, we've published Social Business Journal, Volume 6 on Inclusive Design in a Cognitive Era, Reinventing Enterprise Email to Make Workplaces More Productive, Efficient, and Humane. Discover how IBM Design Thinking has inspired a new approach to designing and developing enterprise applications that are inclusive in their accessibility to anyone regardless of age or ability, how IBM Design Thinking has been applied to IBM Verse and how it can be applied to any problem-solving approach in business.
Download the Journal here: http://hubs.ly/H01sBLK0
This report uncovers major themes, key trends and opportunities to help you grow your business and progress your career into the future. Available in different formats to buy or just preview, the themes of PSFK's Future of Work report cover the Ideal Workforce, Empowered Culture, Intuitive Connection and Agile Workplaces. PSFK extends its 'Future of' reports with the 140 page document that covers the new ways we are working and the implications for business and for workers.
Within each theme we describe 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by our PSFK Labs team. During this process we spoke to a number of experts to understand the trends better. Their feedback can be found in quotes and interviews throughout the report.
As a bonus, we also turned to a number of creative agencies to bring the trends to life. We asked them to imagine the future of work and you will find their concepts within this document. At the end of the report, you will also discover the submission of examples of progressive work environments. These were submitted by the readers of PSFK.com after we asked for their input into the report in 2012.
We hope that you find inspiration in every section of PSFK's Future of Work report. For copies, downloads or an in-person presentation please visit: http://bit.ly/VghG9z
At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.
Microsoft provides software and services to help enterprises achieve their goals of saving money and gaining efficiencies, driving innovation, and growing their business. The document discusses Microsoft's focus on key areas like cloud computing, consumerization of IT, business intelligence, low-cost computing, and innovation to help enterprises optimize their investments and address important challenges. It also highlights examples of how Microsoft technologies have helped customers in various industries improve productivity, reduce costs, enable remote work, and more.
Work life innovation the role of networked technologiesDr Lendy Spires
This document discusses how networked technologies are enabling innovation in work-life balance. It is the fourth in a series exploring geographically distributed work. The document has two parts: Part 1 examines how technologies currently impact work and personal lives, as well as innovation processes. It provides examples like Smart Work Centers and Active Collaboration Rooms. Part 2 will discuss emerging technologies like cloud computing, connected devices, and collaboration platforms that are enabling new ways of working and living in a distributed manner. The document argues these technologies are driving open innovation and helping organizations, communities, and individuals achieve new outcomes.
Lotus Connections is used by various organizations to address different challenges:
- A global manufacturer used it to reduce costs by leveraging a packaged employee directory solution instead of custom coding, and to improve cross-functional communication.
- A global telecommunications firm used it to increase innovation by involving customers and partners in developing new services through an online portal.
- A small non-profit used it to collaborate across disconnected teams on education projects through an activities component.
Seizing Opportunities, Overcoming Productivity Challenges in the Virtually Co...Cognizant
By following a few simple rules, organizations can overcome the barriers to social and virtual ways of working, including concerns about distractions, personal detachment and business disruption.
Faced with changing business needs, Microsoft Netherlands designed a "New Way of Working" to transform its culture and work practices. The initiative focused on three key areas: People, Place, and Technology. For People, internal teams developed a vision and goals to empower employees with flexibility while maintaining accountability. For Place, the office was redesigned without private offices to promote mobility. For Technology, Microsoft products were adopted to enable the new mobile workstyles. This "living the vision" approach helped demonstrate their value proposition to customers and exceeded financial goals. It created a more engaging work environment that improved employee satisfaction and boosted sales.
Social Business Journal, Volume 6: Inclusive Design in a Cognitive EraBernie Borges
In partnership with IBM, we've published Social Business Journal, Volume 6 on Inclusive Design in a Cognitive Era, Reinventing Enterprise Email to Make Workplaces More Productive, Efficient, and Humane. Discover how IBM Design Thinking has inspired a new approach to designing and developing enterprise applications that are inclusive in their accessibility to anyone regardless of age or ability, how IBM Design Thinking has been applied to IBM Verse and how it can be applied to any problem-solving approach in business.
Download the Journal here: http://hubs.ly/H01sBLK0
This report uncovers major themes, key trends and opportunities to help you grow your business and progress your career into the future. Available in different formats to buy or just preview, the themes of PSFK's Future of Work report cover the Ideal Workforce, Empowered Culture, Intuitive Connection and Agile Workplaces. PSFK extends its 'Future of' reports with the 140 page document that covers the new ways we are working and the implications for business and for workers.
Within each theme we describe 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by our PSFK Labs team. During this process we spoke to a number of experts to understand the trends better. Their feedback can be found in quotes and interviews throughout the report.
As a bonus, we also turned to a number of creative agencies to bring the trends to life. We asked them to imagine the future of work and you will find their concepts within this document. At the end of the report, you will also discover the submission of examples of progressive work environments. These were submitted by the readers of PSFK.com after we asked for their input into the report in 2012.
We hope that you find inspiration in every section of PSFK's Future of Work report. For copies, downloads or an in-person presentation please visit: http://bit.ly/VghG9z
At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.
Microsoft provides software and services to help enterprises achieve their goals of saving money and gaining efficiencies, driving innovation, and growing their business. The document discusses Microsoft's focus on key areas like cloud computing, consumerization of IT, business intelligence, low-cost computing, and innovation to help enterprises optimize their investments and address important challenges. It also highlights examples of how Microsoft technologies have helped customers in various industries improve productivity, reduce costs, enable remote work, and more.
Work life innovation the role of networked technologiesDr Lendy Spires
This document discusses how networked technologies are enabling innovation in work-life balance. It is the fourth in a series exploring geographically distributed work. The document has two parts: Part 1 examines how technologies currently impact work and personal lives, as well as innovation processes. It provides examples like Smart Work Centers and Active Collaboration Rooms. Part 2 will discuss emerging technologies like cloud computing, connected devices, and collaboration platforms that are enabling new ways of working and living in a distributed manner. The document argues these technologies are driving open innovation and helping organizations, communities, and individuals achieve new outcomes.
Lotus Connections is used by various organizations to address different challenges:
- A global manufacturer used it to reduce costs by leveraging a packaged employee directory solution instead of custom coding, and to improve cross-functional communication.
- A global telecommunications firm used it to increase innovation by involving customers and partners in developing new services through an online portal.
- A small non-profit used it to collaborate across disconnected teams on education projects through an activities component.
New World Of Work Microsoft Netherlands Case Studyvanwilgenburgh
Casestudy: how Microsoft Netherlands embraced its own technology in order to transform their workplace, their appeal to new employees as well as increase employee retention rate and boost sales
Satya Nadella, Microsoft's current CEO, is seeking to restore the company's reputation for innovation and creativity that characterized its early years under a new strategy of product differentiation. This represents a shift from the strategy pursued by previous CEO Steve Ballmer, which focused more on maintaining Microsoft's devices and services through low costs. Two new strategic initiatives Nadella is pursuing include making Office software available across all platforms like iOS and Android, and developing the HoloLens augmented reality product. To successfully implement these initiatives, Nadella needs to change Microsoft's culture away from seeing other platforms as enemies, restructure the organization away from powerful product silos, and establish new metrics to measure market acceptance and productivity. While Microsoft has strengths
The document discusses Microsoft Australia's adoption of Activity Based Working (ABW), where employees can work from different locations using mobile technology. Under the ABW model, Microsoft abandoned traditional offices and desks in favor of shared workspaces. The benefits of ABW include improved employee productivity, engagement, flexibility and reduced office space needs and costs. ABW is enabled by Microsoft productivity tools like Lync, SharePoint and Windows Phone for collaboration regardless of location.
Microsoft has evolved from being a technologically-driven organization to becoming more user-centric, focusing on developing products that meet users' needs. Design thinking is now integrated into the product development process and influences Microsoft's organizational structure and culture. Key elements of Microsoft's strategy include management support for user experience, integrating designers into product teams to foster collaboration, and establishing groups to disseminate best practices.
Microsoft Dynamics and the 2007 Microsoft Office System integrate in the following ways:
1) They share a common interface that is familiar to users, making Microsoft Dynamics easy to learn and use.
2) Microsoft Dynamics allows users to manage business processes and data directly within familiar Microsoft Office applications like Outlook, Excel, and Word.
3) Integration with Microsoft Office fuels productivity by automating business-critical tasks and processes while providing easy access to relevant business data.
Effectiveness Improvement and Expenses Reducing Consulting Nadia Shugaly
The document discusses improving company effectiveness through knowledge management. It proposes consolidating an enterprise's information and enabling knowledge sharing and collaboration through a single system. This system would help employees work more efficiently by leveraging existing company knowledge and expertise. Statistics show such systems can reduce expenses by 30-70% by saving time on work, increasing productivity, and automating business processes. The goals are to share knowledge, work, and improve work processes across an organization through a user-friendly global workspace.
These past few years have accelerated changes and disrupted how companies lead, enable, empower, and engage around communications. Leaders in corporate communications, human resources, and IT are all tackling new responsibilities and challenges in connecting with employees who no longer regularly share the same workspace and may be overwhelmed with increased communication volume, velocity, and variety.
We have been catapulted into a new employee experience paradigm, and it can be challenging to get our bearings. We now need to plan for the future, but it can be hard to consider the future when the present is filled with unique and pressing communication challenges. Yet, the future of communication may hold answers to problems we are experiencing today; it may inspire us to change and, perhaps most importantly, enable us to understand how to prepare to embrace a better one.
We have gathered leading industry experts on employee communications, intranets, the digital workplace, and employee experience to help us navigate the years ahead. Join James Robertson, a Step Two global thought leader and author on digital employee experience, Suzie Robinson, author of the popular ClearBox employee experience platforms report, and Richard Harbridge, a celebrated Microsoft MVP, as they share insight on how to better understand, leverage, and prepare for the future of employee communications.
Microsoft provides software and services to help enterprises achieve their goals of saving money and gaining efficiencies, driving innovation, and growing their business. The document discusses Microsoft's focus on key areas like cloud computing, consumerization of IT, business intelligence, low-cost computing, and innovation to help enterprises optimize their investments and address important challenges. It also highlights examples of how Microsoft technologies have helped customers in various industries improve productivity, reduce costs, enable remote work, and more.
MR632 Training and Development Discussion Question 1_01 3Mar.docxgilpinleeanna
MR632 Training and Development: Discussion Question 1_01 3Marisol OrtizGA16000412906 Raven Creek Dr. Orlando, FL 32839[email protected]Day 407-508-1928Evening 407-508-1929MR632 Training and DevelopmentDiscussion Question 1_11/10/2018
TRAINING DEVELOPMENT MODELS
Training development models refer to the types of a process of education which aids in enhancing of the employees’ performances through a changed attitude, sharpened skills, gained knowledge and concepts which include (Jehanzeb, 2013);
1. Corporate university model. This model is a strategic tool of an educational process which helps a parent organization in carrying out activities that boosts the knowledge and learning of an individual as well as that of the organization which helps attain its objectives and has a long-term impact of the company’s stability and financial health.
Some of the strengths of using this model is that it provides a model that is powerful for people to embrace where people are compelled to renew their learning commitments. It offers a particular branding opportunity for an organization. The model also engages senior executives in the process of identifying a challenge in the organization and establishing the solution. However, the model also has some weaknesses which include criticism that the training does not involve real world scenarios and thus hard to apply to a real-life situation (Tannir, 2015).
2. Business-embedded model. It’s a dynamic and ever evolving model that aids in strategizing the direction of an organization, designing of products, structuring the versatility, ensuring products are well delivered and it is responsible for the outcomes.
However, some of the strengths of the business-embedded model is that it has a strategical direction which means that it provides a customized solution for its clients’ needs, competes for internal customers and understands the organization products cycle. The model also helps in the product design which employs the benchmarking among other innovative designs. Another strength of the business-embedded model is on product delivery where it offers a menu of learning options and delivers its training at the work site. However, some of the weaknesses of the model is that a lot of time is wasted during the employees training since some of them might take a while to understand some essential concepts (Zuraiju, 2017).
3. Change model. This model refers to the introduction and learning of new skills which involves a trainer introducing the skill, going through each example step by step on how to perform the skill, giving the trainee time to practice the new skill and finally monitoring if they have understood.
Some strengths of the change model is that it helps create a sense of urgency as to why some changes need to be done in an organization. Also, it helps in the creation of a guiding coalition, where the board agree on the change needed in a particular area of the company and can thus be implemented. Howev ...
Transforming workplaces and workspacesPaul Chaplin
This is the first of a series of papers we're writing to explore what's going on in workplaces and what methods can be used to draw organisations and end-users into a more constructive dialogue about people, their devices and spaces.
IT leaders face the challenge of rapidly transforming their organizations through mobile and digital technologies while managing complexity and risk. This document outlines an approach to IT innovation inspired by rocket science that involves: 1) carefully selecting technologies, 2) developing a clear plan and prototype through workshops, and 3) rolling out changes in stages while ensuring adoption and security. It promotes Windows 10 and the Microsoft Enterprise Mobility Suite as tools to empower employees across devices and protect data through this process.
Computacenter and Microsoft enable organisations to optimise workforce productivity and cost control with the latest productivity tools and industrialised processes.
This is a discussion of how firms that build strong skills in software development and data analytics, especially intelligent analytics, will dominate their industries in the next few years.
Intergen's newsletter, Smarts, now available for online reading.
Intergen provides information technology solutions across Australia, New Zealand and the world based exclusively on Microsoft’s tools and technologies.
Smarts 31 - All for one and one for all (Australia)Intergen
All for one and one for all. Consistent experiences help to unify people, systems and organisations.
Visions are given that name for many reasons; they’re a goal, a direction for organisations to head towards; a means of bringing together people to support a common cause or purpose. In the technology world, visionaries are everywhere – they’re the people and organisations constantly driving change, challenging the status quo and trying – often desperately – to evolve or disrupt what’s happened in the past in order to arrive at a better future.
GUUG FFG 2017 - DevOps for Everybody - A Workplace Strategy for the Digital AgeSchlomo Schapiro
How should our internal IT look in order to be a driving force for a company’s success in the digital age? This proposal is based on all my learnings from the previous 15 years and especially the Agile and DevOps revolution in IT. It takes the concept of a Product Development Organization to apply everywhere and provides a sure path to increase productivity and improve culture through technology. Transforming Corporate IT into a Workplace product takes internal IT out of the proverbial basement and puts it in the front of the internal value chain. Most of the standard tooling for product development also fits the Workplace product. This proposal is written for a typical company that employs both modern web technologies like G Suite and cloud services as well as traditional technologies like Microsoft Office and data centers.
Microsoft was established in 1975 by Bill Gates and Paul Allen. It has grown to be a multinational technology company headquartered in Redmond, Washington. Microsoft develops, manufactures, licenses, supports and sells computer software, consumer electronics, personal computers, and services. It recruits employees through campus recruitment and industry hiring. It provides training programs, competitive compensation and benefits, and focuses on performance management, work-life balance, and empowering women employees.
John W. Warns has over 30 years of experience developing business applications and managing development teams. He has extensive experience with Agile methodologies like Scrum and SCRUM Master certification. He has developed over 60 Windows Phone applications with over 139,000 downloads. Currently he is a Senior Developer providing technical support to Xbox application developers at Robert Half.
Understanding transition performance during offshore IT outsourcingEric van Heck
This document summarizes a journal article about factors that influence the performance of the transition phase in global IT outsourcing relationships. It presents a framework with four factors: transition planning, knowledge transfer, transition governance, and retained organization. The framework was tested using a case study of a global offshore IT outsourcing engagement involving over 25 interviews. The study found that knowledge transfer and transition governance were more critical for transition performance than transition planning and retained organization, mainly due to the challenges they posed and the joint effort required between the client and service provider.
Factors for winning interface format battles: A review and synthesis of the l...Eric van Heck
This document reviews literature on factors that influence the dominance of interface formats in technology battles. It identifies 29 factors from 127 publications and groups them into 5 categories: characteristics of the format supporter, characteristics of the format, format support strategy, other stakeholders, and market characteristics. The factors can have positive or negative effects on a format's chances of dominance. The framework provides a more comprehensive overview of relevant factors compared to previous frameworks and can help understand historical format battles and a format's acceptance without direct competitors.
New World Of Work Microsoft Netherlands Case Studyvanwilgenburgh
Casestudy: how Microsoft Netherlands embraced its own technology in order to transform their workplace, their appeal to new employees as well as increase employee retention rate and boost sales
Satya Nadella, Microsoft's current CEO, is seeking to restore the company's reputation for innovation and creativity that characterized its early years under a new strategy of product differentiation. This represents a shift from the strategy pursued by previous CEO Steve Ballmer, which focused more on maintaining Microsoft's devices and services through low costs. Two new strategic initiatives Nadella is pursuing include making Office software available across all platforms like iOS and Android, and developing the HoloLens augmented reality product. To successfully implement these initiatives, Nadella needs to change Microsoft's culture away from seeing other platforms as enemies, restructure the organization away from powerful product silos, and establish new metrics to measure market acceptance and productivity. While Microsoft has strengths
The document discusses Microsoft Australia's adoption of Activity Based Working (ABW), where employees can work from different locations using mobile technology. Under the ABW model, Microsoft abandoned traditional offices and desks in favor of shared workspaces. The benefits of ABW include improved employee productivity, engagement, flexibility and reduced office space needs and costs. ABW is enabled by Microsoft productivity tools like Lync, SharePoint and Windows Phone for collaboration regardless of location.
Microsoft has evolved from being a technologically-driven organization to becoming more user-centric, focusing on developing products that meet users' needs. Design thinking is now integrated into the product development process and influences Microsoft's organizational structure and culture. Key elements of Microsoft's strategy include management support for user experience, integrating designers into product teams to foster collaboration, and establishing groups to disseminate best practices.
Microsoft Dynamics and the 2007 Microsoft Office System integrate in the following ways:
1) They share a common interface that is familiar to users, making Microsoft Dynamics easy to learn and use.
2) Microsoft Dynamics allows users to manage business processes and data directly within familiar Microsoft Office applications like Outlook, Excel, and Word.
3) Integration with Microsoft Office fuels productivity by automating business-critical tasks and processes while providing easy access to relevant business data.
Effectiveness Improvement and Expenses Reducing Consulting Nadia Shugaly
The document discusses improving company effectiveness through knowledge management. It proposes consolidating an enterprise's information and enabling knowledge sharing and collaboration through a single system. This system would help employees work more efficiently by leveraging existing company knowledge and expertise. Statistics show such systems can reduce expenses by 30-70% by saving time on work, increasing productivity, and automating business processes. The goals are to share knowledge, work, and improve work processes across an organization through a user-friendly global workspace.
These past few years have accelerated changes and disrupted how companies lead, enable, empower, and engage around communications. Leaders in corporate communications, human resources, and IT are all tackling new responsibilities and challenges in connecting with employees who no longer regularly share the same workspace and may be overwhelmed with increased communication volume, velocity, and variety.
We have been catapulted into a new employee experience paradigm, and it can be challenging to get our bearings. We now need to plan for the future, but it can be hard to consider the future when the present is filled with unique and pressing communication challenges. Yet, the future of communication may hold answers to problems we are experiencing today; it may inspire us to change and, perhaps most importantly, enable us to understand how to prepare to embrace a better one.
We have gathered leading industry experts on employee communications, intranets, the digital workplace, and employee experience to help us navigate the years ahead. Join James Robertson, a Step Two global thought leader and author on digital employee experience, Suzie Robinson, author of the popular ClearBox employee experience platforms report, and Richard Harbridge, a celebrated Microsoft MVP, as they share insight on how to better understand, leverage, and prepare for the future of employee communications.
Microsoft provides software and services to help enterprises achieve their goals of saving money and gaining efficiencies, driving innovation, and growing their business. The document discusses Microsoft's focus on key areas like cloud computing, consumerization of IT, business intelligence, low-cost computing, and innovation to help enterprises optimize their investments and address important challenges. It also highlights examples of how Microsoft technologies have helped customers in various industries improve productivity, reduce costs, enable remote work, and more.
MR632 Training and Development Discussion Question 1_01 3Mar.docxgilpinleeanna
MR632 Training and Development: Discussion Question 1_01 3Marisol OrtizGA16000412906 Raven Creek Dr. Orlando, FL 32839[email protected]Day 407-508-1928Evening 407-508-1929MR632 Training and DevelopmentDiscussion Question 1_11/10/2018
TRAINING DEVELOPMENT MODELS
Training development models refer to the types of a process of education which aids in enhancing of the employees’ performances through a changed attitude, sharpened skills, gained knowledge and concepts which include (Jehanzeb, 2013);
1. Corporate university model. This model is a strategic tool of an educational process which helps a parent organization in carrying out activities that boosts the knowledge and learning of an individual as well as that of the organization which helps attain its objectives and has a long-term impact of the company’s stability and financial health.
Some of the strengths of using this model is that it provides a model that is powerful for people to embrace where people are compelled to renew their learning commitments. It offers a particular branding opportunity for an organization. The model also engages senior executives in the process of identifying a challenge in the organization and establishing the solution. However, the model also has some weaknesses which include criticism that the training does not involve real world scenarios and thus hard to apply to a real-life situation (Tannir, 2015).
2. Business-embedded model. It’s a dynamic and ever evolving model that aids in strategizing the direction of an organization, designing of products, structuring the versatility, ensuring products are well delivered and it is responsible for the outcomes.
However, some of the strengths of the business-embedded model is that it has a strategical direction which means that it provides a customized solution for its clients’ needs, competes for internal customers and understands the organization products cycle. The model also helps in the product design which employs the benchmarking among other innovative designs. Another strength of the business-embedded model is on product delivery where it offers a menu of learning options and delivers its training at the work site. However, some of the weaknesses of the model is that a lot of time is wasted during the employees training since some of them might take a while to understand some essential concepts (Zuraiju, 2017).
3. Change model. This model refers to the introduction and learning of new skills which involves a trainer introducing the skill, going through each example step by step on how to perform the skill, giving the trainee time to practice the new skill and finally monitoring if they have understood.
Some strengths of the change model is that it helps create a sense of urgency as to why some changes need to be done in an organization. Also, it helps in the creation of a guiding coalition, where the board agree on the change needed in a particular area of the company and can thus be implemented. Howev ...
Transforming workplaces and workspacesPaul Chaplin
This is the first of a series of papers we're writing to explore what's going on in workplaces and what methods can be used to draw organisations and end-users into a more constructive dialogue about people, their devices and spaces.
IT leaders face the challenge of rapidly transforming their organizations through mobile and digital technologies while managing complexity and risk. This document outlines an approach to IT innovation inspired by rocket science that involves: 1) carefully selecting technologies, 2) developing a clear plan and prototype through workshops, and 3) rolling out changes in stages while ensuring adoption and security. It promotes Windows 10 and the Microsoft Enterprise Mobility Suite as tools to empower employees across devices and protect data through this process.
Computacenter and Microsoft enable organisations to optimise workforce productivity and cost control with the latest productivity tools and industrialised processes.
This is a discussion of how firms that build strong skills in software development and data analytics, especially intelligent analytics, will dominate their industries in the next few years.
Intergen's newsletter, Smarts, now available for online reading.
Intergen provides information technology solutions across Australia, New Zealand and the world based exclusively on Microsoft’s tools and technologies.
Smarts 31 - All for one and one for all (Australia)Intergen
All for one and one for all. Consistent experiences help to unify people, systems and organisations.
Visions are given that name for many reasons; they’re a goal, a direction for organisations to head towards; a means of bringing together people to support a common cause or purpose. In the technology world, visionaries are everywhere – they’re the people and organisations constantly driving change, challenging the status quo and trying – often desperately – to evolve or disrupt what’s happened in the past in order to arrive at a better future.
GUUG FFG 2017 - DevOps for Everybody - A Workplace Strategy for the Digital AgeSchlomo Schapiro
How should our internal IT look in order to be a driving force for a company’s success in the digital age? This proposal is based on all my learnings from the previous 15 years and especially the Agile and DevOps revolution in IT. It takes the concept of a Product Development Organization to apply everywhere and provides a sure path to increase productivity and improve culture through technology. Transforming Corporate IT into a Workplace product takes internal IT out of the proverbial basement and puts it in the front of the internal value chain. Most of the standard tooling for product development also fits the Workplace product. This proposal is written for a typical company that employs both modern web technologies like G Suite and cloud services as well as traditional technologies like Microsoft Office and data centers.
Microsoft was established in 1975 by Bill Gates and Paul Allen. It has grown to be a multinational technology company headquartered in Redmond, Washington. Microsoft develops, manufactures, licenses, supports and sells computer software, consumer electronics, personal computers, and services. It recruits employees through campus recruitment and industry hiring. It provides training programs, competitive compensation and benefits, and focuses on performance management, work-life balance, and empowering women employees.
John W. Warns has over 30 years of experience developing business applications and managing development teams. He has extensive experience with Agile methodologies like Scrum and SCRUM Master certification. He has developed over 60 Windows Phone applications with over 139,000 downloads. Currently he is a Senior Developer providing technical support to Xbox application developers at Robert Half.
Understanding transition performance during offshore IT outsourcingEric van Heck
This document summarizes a journal article about factors that influence the performance of the transition phase in global IT outsourcing relationships. It presents a framework with four factors: transition planning, knowledge transfer, transition governance, and retained organization. The framework was tested using a case study of a global offshore IT outsourcing engagement involving over 25 interviews. The study found that knowledge transfer and transition governance were more critical for transition performance than transition planning and retained organization, mainly due to the challenges they posed and the joint effort required between the client and service provider.
Factors for winning interface format battles: A review and synthesis of the l...Eric van Heck
This document reviews literature on factors that influence the dominance of interface formats in technology battles. It identifies 29 factors from 127 publications and groups them into 5 categories: characteristics of the format supporter, characteristics of the format, format support strategy, other stakeholders, and market characteristics. The factors can have positive or negative effects on a format's chances of dominance. The framework provides a more comprehensive overview of relevant factors compared to previous frameworks and can help understand historical format battles and a format's acceptance without direct competitors.
This document summarizes a research article about business network-based value creation enabled by information technologies. It explores how IT has shifted value creation beyond individual firms to business networks. It addresses three questions: 1) Why do business networks exist? 2) How does increased information availability improve network-based value creation? 3) What enables business networks to continuously deliver value over time? Drawing on economic and information systems theories, it develops propositions about the conditions for network formation, how informed demand influences value creation, and forces that affect network stability. It validates these using case studies of the travel industry, which has undergone digital transformation.
Waarde En Winnaar Inaugurele Rede Prof Eric Van Heck Juni 2002Eric van Heck
Inaugurele rede uitgesproken op vrijdag 28 juni 2002 bij de aanvaarding van het ambt van bijzonder hoogleraar aan de Erasmus universiteit te Rotterdam.
Local Adapatations and Generic Application SystemsEric van Heck
Analysis of global-local debate - the adaptation of the generic application system (in the case the online flower auction system) to local conditions in Holambra in Brazil.
Economic and Social Analysis of the Adoption of B2B Electronic MarketsEric van Heck
This document summarizes a research study that analyzed the adoption of B2B electronic marketplaces using a case study of AuctionsPlus, an electronic marketplace in the Australian beef industry. The study used two theoretical frameworks - Kambil and van Heck's model of exchange processes to examine adoption from an economic perspective at the stakeholder group level, and Rogers' diffusion of innovations theory to examine adoption from a social perspective at the individual level. The study found that key stakeholder groups did not appear economically worse off using the electronic marketplace. However, considering additional social factors like the loss of social capital and power of intermediary groups provided further insights into the slow adoption rate. The study developed testable propositions to better understand the design
The Emergence of Smart Business NetworksEric van Heck
1) The document introduces the concept of smart business networks, which are groups of businesses linked together via communication networks that interact in novel ways to create better outcomes than competitors.
2) A smart business network is defined as a group of organizations that are linked and have compatible goals, where each participant perceives increased value from interacting in the network in sustainable and resilient ways over time.
3) The key question is how to make the outcomes of such business networks "smart", meaning just a little better than competitors in ways like being more agile with less pain and more returns for all members now and over time.
Factors in Adopting Multi-acccess Technologies in Online Consumer Auction Mar...Eric van Heck
The document analyzes factors for adopting multi-access technologies in online consumer auction markets in Finland. It identifies four factors from literature: 1) perceived appropriateness of the technology, 2) media richness of the technologies, 3) support for multiple communication relationships, and 4) experience using multiple marketing channels. The document then analyzes five Finnish auction markets and finds they predominantly use only the Internet, despite other technologies being widely used in Finland. It suggests media richness and communication support could stimulate adopting other technologies.
The Impact of Multi-access Technologies on Consumer Electronic AuctionsEric van Heck
This document discusses how multi-access technologies may impact consumer electronic auctions. It begins with an introduction to electronic auctions and multi-access technologies. The literature review covers electronic markets theory, auction theory, and buyer-seller relationship theory. A conceptual framework is then presented with four propositions about how technologies may influence auction business processes and stakeholders. The focus is on analyzing five consumer electronic auctions in the Netherlands to understand the impact of technologies.
The document discusses developing a method and tool to assess the reengineering of business networks. It defines key aspects of business networks, such as their flexible and dynamic nature. The authors developed a 14-step research method and decision support system called the Business Network Navigator to assess margin improvements in business networks. They tested this method on the business network of the European Patent Office to analyze the impact of redesigning it and present the results.
The document discusses the concept of the "Winner's Curse" in IT outsourcing contracts, where the winning bidder systematically bids too high and cannot deliver the promised costs and services at that price. This can damage the relationship between the supplier and client organization. Suppliers may bid too low to win the contract, hoping to recover costs later, but end up incurring losses. As a result, the supplier focuses on cost recovery over developing the relationship and meeting objectives. This can lead to decreased service quality and additional costs for the client organization. Proper evaluation of bids and awareness of this risk can help avoid a cursed contract and maintain a successful outsourcing partnership.
How Should CIOs deal with Web-based Auctions?Eric van Heck
Web-based auctions provide advantages for both buyers and sellers by reducing transaction costs and increasing the potential customer pool. There are several types of web-based auctions including one-to-many sales auctions and many-to-many auctions. For organizations to benefit from web-based auctions, CIOs must ensure interface integrity, manage front-office and back-office system connections, and demonstrate the technical and business advantages and disadvantages to other departments.
This document summarizes an experimental study on using information aggregation markets for sales forecasting. It finds that markets with more traders forecast more accurately, markets are influenced by how wisdom is distributed among traders, and monetary incentives do not impact forecast accuracy. It also describes two projects, one finding that distribution of wisdom and number of traders impact accuracy, and another that found thicker markets forecast better while incentives did not motivate trading. The document concludes information aggregation through markets can improve firms but design details need work.
This document discusses the value of smart business networks. It provides examples of how networks like TheBigWord provide fast translation services by linking linguists. Key components of smart business networks are identified as customer interaction, modularity, information sharing, network structure, orchestration, and a business operating system infrastructure. Networks allow combining modules quickly to design customized solutions. Maintaining a wide network horizon and understanding network structures are important but bridging positions are not always sustainable.
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2. CISR Research Briefing, Vol. IX, No. 9B Page 2 September 2009
again in 2008, after they had been in the building for The workplace changes led to changes in three
six months. We found that the move to the new working dimensions that contributed significantly to
workplace resulted in more mobile working styles, worker productivity: (1) Job competence, the sense
higher reported flexibility, and a small increase in that employees felt better equipped to do their jobs
worker productivity. We also measured changes in after moving to the new workplace. Microsoft
job satisfaction but this measure was very high in motivated and trained their employees in such a way
2007, so the change from 2007–2008 was negligible. that they felt better equipped to do their job after
moving into the new workplace. (2) Extrinsic job
Different Digital Working Styles motivation, which reflects forces external to the
Every knowledge worker has a different working individual that affected the employees’ level of
style depending on his or her individual approach to effort; and (3) interaction outside the organization,
work, the type of job, and the availability of which suggests that the building as a meeting place
collaboration tools. In this research we considered (instead of an office space) led to more frequent and
one aspect of working style: mobility. We charac- better interactions with customers, partners, and
terized a person’s mobility on a scale of 1 (desk suppliers.
bound) to 7 (very mobile). Figure 1 shows how
The level of innovativeness very slightly improved.
employees described their mobility in 2007 and
Microsoft would like to see more of an impact on
2008. They have become less office bound; they
innovativeness and is working to increase it.
work in more locations and at different times; and
they use more mobile technologies. Trust and Empowerment Are Critical
Improved Individual Performance Our broader study (see the Appendix describing the
study) indicated that a crucial factor for adopting a
Although worker performance is crucial for overall
more digital working style and creating higher levels
company performance, improving individual perfor-
of individual performance is the way top managers
mance is not an easy task.3 Our research examined
themselves use the next generation workplace:
four dimensions of knowledge worker performance:
“Practice what you preach.” If top managers advo-
(i) flexibility; (ii) productivity; (iii) satisfaction; and
cate this new concept but stay in their traditional
(iv) innovativeness.
offices (usually on the top floors of a building), the
Flexibility refers to the work one has to do, where next generation workplace will not be easily adopted
and when the work is done, and how easy it is for by the rest of the company. Another factor that
members of a team to fill in for one another. Survey resonates in all our empirical results is the empower-
analysis indicated that Microsoft’s adoption of the ment of employees.4 Managers need to trust their
next generation workplace has had a dramatic employees and empower them by giving them first,
impact on flexibility. Specifically, the new clear objectives and decision making tools, and then
workplace facilitates team work because it is easier allowing them the freedom, flexibility, and discre-
to integrate work process modules that are executed tionary power to make their own decisions and
by other (virtual) team members. However, this execute operations.
flexibility is restricted by traditional income and
promotion structures that evaluate individual Appendix
performance, rather than team performance. Specific This research briefing is based on extensive research
contractual provisions can also inhibit flexibility. on workplace changes performed from 2007 to 2009
Interestingly, women at Microsoft NL reported in the Netherlands. The research was sponsored by
greater increases in flexibility than men. De Unie, Microsoft, Rabobank, and Sogeti and was
performed by researchers and master students of
The results at Microsoft NL show that adopting the
Rotterdam School of Management, Erasmus Univer-
next generation workplace also had a significant im-
sity. The research team collected data via interviews
pact on knowledge workers’ sense of their individual
and online surveys. They also analyzed secondary
productivity. Figure 2 provides an overview of
material such as white papers, web sites, and internal
significant changes in working dimensions related to
the productivity of Microsoft’s knowledge workers.
4
Lodewiek Jansen, Trust and empowerment: affecting
employee satisfaction and productivity of the IT related
3
See, for example, research at the Institute for Innovation knowledge worker, MSc Thesis, Rotterdam School of
& Information Productivity (www.iii-p.org). Management, Erasmus University, February 2009.
3. CISR Research Briefing, Vol. IX, No. 9B Page 3 September 2009
company documentation. Four online surveys were (N=191). The fourth online survey was done at
conducted to measure the perceptions of knowledge Sogeti where the relationship between trust, empow-
workers and their work dimensions. The first online erment, work, employee satisfaction and produc-
survey was conducted at the workers union De Unie tivity was investigated (N=1294).5
after they moved into a new building (N=128). The
second online survey was conducted at Microsoft.
Employees submitted a survey before (N=268) and 5
More details and research results: Van Baalen et al.
after (N=293) moving to the new building with 117 (2008), Worlds of Work: Results from the New Worlds of
respondents participating in both surveys. The third Work Research Report 2007, May 2008; and Van Baalen
survey was conducted at Rabobank, a global triple et al. (2009), Worlds of Work: Results from the New
“A” bank headquartered in the Netherlands, where Worlds of Work Research Report 2008, September 2009.
two departments moved into new work spaces
Figure 1: Percentage of Microsoft NL employees that adopted a specific digital working style
(1=deskbound; 4=mobile within building; 7=highly mobile) before (2007) and after (2008) moving into the
new building.
Figure 2: Work dimensions that significantly impacted productivity (N=117).
Work Dimension Level of Productivity 2007 Level of Productivity 2008
(M = 3.99) (M = 4.08)
Job Competence 4.27 4.31
Extrinsic Job Motivation 3.57 3.61
Interaction Outside
4.25 4.36
Organization
4. About the Center for Information Systems Research
CISR MISSION CISR RESEARCH PATRONS
CISR was founded in 1974 and has a strong track record The Boston Consulting Group, Inc.
of practice based research on the management of infor- BT Group
mation technology. As we enter the twenty-first century, Diamond Management &
CISR’s mission is to perform practical empirical re- Technology Consultants
search on how firms generate business value from IT. Gartner
CISR disseminates this research via electronic research IBM Corp.
briefings, working papers, research workshops and exec- Microsoft Corporation
utive education. Our research portfolio includes: Tata Consultancy Services Limited
Achieving Superior Business Value from IT— CISR SPONSORS
A Single Framework of What Matters
Communicating Effectively about IT Value Aetna, Inc. Pepsi Americas, Inc.
Maturing and Globalizing IT Governance Allstate Insurance Company PepsiCo International
Australian Govt., DIAC Pfizer, Inc.
Managing Business Experiments:
ANZ Banking Group (Australia) PNC Global Investment
Web-based Innovations in Collaboration
Banco Bradesco S.A. (Brazil) Servicing
Learning from IT Projects: Banco Itaú S.A. (Brazil) Procter & Gamble Co.
Effective Post-Implementation Reviews Bank of America Raytheon Company
Benchmarks for IT Decision Making Biogen Idec Renault (France)
Leading the Transition to the Digitized Platform BP Standard & Poor’s
Designing and Managing Shared Services Campbell Soup Company State Street Corporation
Managing the Information Explosion Canadian Imperial Bank of Sunoco, Inc.
Commerce TD Bank
Making Sense of “the Cloud”
CareFirst BlueCross BlueShield Tetra Pak
In July of 2008, Jeanne W. Ross succeeded Peter Weill Caterpillar, Inc. Time Warner Cable
as the new director of CISR. Peter Weill became chair- Celanese Trinity Health
man of CISR, with a focus on globalizing CISR re- Chevron Corporation Unibanco S.A. (Brazil)
search and delivery. Drs. George Westerman, Stephanie CHRISTUS Health VF Corporation
L. Woerner, and Anne Quaadgras are full time CISR Chubb & Son Wal-Mart, Inc.
research scientists. CISR is co-located with MIT Commonwealth Bank of Australia World Bank
Sloan’s Center for Digital Business and Center for Credit Suisse (Switzerland)
Collective Intelligence to facilitate collaboration between CVS Pharmacy, Inc.
faculty and researchers. Det Norske Veritas (Norway)
DHL Global Management GmbH
CISR is funded in part by Research Patrons and Spon- (Germany)
sors and we gratefully acknowledge the support and con- Direct Energy
tributions of its current Research Patrons and Sponsors.
Embraer – Empresa Brasileira de
Aeronautica S.A. (Brazil)
CONTACT INFORMATION EMC Corporation
Center for Information Systems Research ExxonMobil Global Services Co.
MIT Sloan School of Management Fidelity Investments
5 Cambridge Center, NE25, 7th Floor Grupo Santander Brasil
Cambridge, MA 02142 Guardian Life Insurance Company
Telephone: 617-253-2348 of America
Facsimile: 617-253-4424 Hartford Life, Inc.
http://mitsloan.mit.edu/cisr/ HBOS Australia
Intel Corporation
Jeanne Ross, Director jross@mit.edu International Finance Corp.
Peter Weill, Chairman pweill@mit.edu Johnson & Johnson
Chris Foglia, Associate Director cfoglia@mit.edu Liberty Mutual Group
George Westerman, Res. Scientist georgew@mit.edu Marathon Oil Corp.
Stephanie Woerner, Res. Scientist woerner@mit.edu MetLife
Anne Quaadgras, Res. Scientist aquaad@mit.edu Mohegan Sun
Jack Rockart, Sr. Lecturer Emeritus jrockart@mit.edu NASA
Chuck Gibson, Sr. Lecturer cgibson@mit.edu Nomura Research Institute, Ltd.
Tea Huot, Sr. Admin. Assistant thuot@mit.edu Origin Energy
Erika Larson, Admin. Assistant elarson1@mit.edu Parsons Brinckerhoff