The document discusses outsourcing and partnerships. It notes that 50% of outsourced projects fail. It lists common areas that are outsourced like legal, finance, HR, IT, and marketing. While outsourcing aims to save time and money, the document cites studies finding that vendor management often costs more than expected and outsourcers frequently underperform. When outsourcing, companies should consider timing, recruiting, integration, management, compensation, and readiness to transition work successfully.
6 forrester for loyalty in banking 2017 sausageBankir_Ru
Loyalty programs are common, with 71% of US online adults belonging to an average of nine programs. Customer loyalty insights can be derived from profile, behavior, preference, social, survey, and interaction data on loyal customers. These insights generate program performance insights, customer loyalty insights, and growth insights. Many decision makers look to third parties for help turning data and analytics into action. Insights services providers help clients address business problems and achieve better outcomes. Top performers that engage third parties for insights services experience higher year-over-year revenue growth. Insights services also improve access to insights and ability to implement them. Leaders are emerging in the nascent insights services market through differentiation in their insights ecosystem.
What does CEO stand for? Customers, Employees, Owners...three critical stakeholders for organizational success. Which one is the most important? Think of your employees as your most valuable asset. What are the best techniques to effectively communicate to your employees, raise morale and foster attraction and retention of the best and the brightest?
During 2015, Arkadin surveyed businesses to find out whether we are reaching a tipping point on UC adoption. We asked whether a consensus is emerging on the business case for UC investment and the key deployment challenges.
Customer Experience Management (CEM) is quickly becoming the new focus for companies looking to capture and keep market share. But what most companies are missing is that CEM starts at home, with all its employees, and not just the marketing department. During this session Digital Clarity Group's Cathy McKnight explored how shifting from an inside-out, to outside-in perspective, and adopting CEM as a company wide imperative – from the tools and systems available, to how they are used, to how employee work and collaborate – is critical to a company’s survival, let alone success.
Digital Innovation, IT and the Art of InfluenceAbbie Lundberg
A presentation based on research I conducted for Harvard Business Review Analytic Services, delivered at the St. Louis Gateway to Innovation conference.
Companies with big data experience
are overwhelmingly satisfied with
business outcomes. But organizations
need to address several challenges
related to visualization and big data.
PREPARING FOR COMPLIANCE CHANGES UNDER A NEW ADMINISTRATIONHuman Capital Media
With a new U.S. presidential administration still in its early stages, there are likely to be upcoming regulatory changes that could affect your organization’s compliance strategy. What should you be doing now to prepare for potential changes, and how should you plan to manage compliance once changes take effect? There’s no room for error when adhering to compliance rules — especially those associated with the Fair Labor Standards Act, paid sick leave, and joint employer regulations.
By investing in fully automated workforce management processes rather than having a hodgepodge of manual and partially automated solutions, organizations can better predict risk, provide solutions to mitigate existing risk, and create effective communication to employees of pending or existent changes labor laws and regulations — enabling them to minimize risk, improve productivity, and enhance employee engagement.
Cliff Stevenson, principal analyst at Brandon Hall Group, will be joined by Kronos® Director of Product Marketing Kristen Wylie to outline how your organization can build a stronger compliance strategy. You’ll get valuable information on:
How your organization’s level of readiness compares to that of your peers amid changes in administration and policies
Minimizing risk through technology and automation
Finding your organization on the compliance climate matrix and learning real-world next steps
The CIO's dilemma can best be described as having to manage the competing imperatives for growth, innovation and new capabilities on the one hand and continued cost reduction and efficiency on the other. There is an answer to the CIO's dilemma: simplification.
6 forrester for loyalty in banking 2017 sausageBankir_Ru
Loyalty programs are common, with 71% of US online adults belonging to an average of nine programs. Customer loyalty insights can be derived from profile, behavior, preference, social, survey, and interaction data on loyal customers. These insights generate program performance insights, customer loyalty insights, and growth insights. Many decision makers look to third parties for help turning data and analytics into action. Insights services providers help clients address business problems and achieve better outcomes. Top performers that engage third parties for insights services experience higher year-over-year revenue growth. Insights services also improve access to insights and ability to implement them. Leaders are emerging in the nascent insights services market through differentiation in their insights ecosystem.
What does CEO stand for? Customers, Employees, Owners...three critical stakeholders for organizational success. Which one is the most important? Think of your employees as your most valuable asset. What are the best techniques to effectively communicate to your employees, raise morale and foster attraction and retention of the best and the brightest?
During 2015, Arkadin surveyed businesses to find out whether we are reaching a tipping point on UC adoption. We asked whether a consensus is emerging on the business case for UC investment and the key deployment challenges.
Customer Experience Management (CEM) is quickly becoming the new focus for companies looking to capture and keep market share. But what most companies are missing is that CEM starts at home, with all its employees, and not just the marketing department. During this session Digital Clarity Group's Cathy McKnight explored how shifting from an inside-out, to outside-in perspective, and adopting CEM as a company wide imperative – from the tools and systems available, to how they are used, to how employee work and collaborate – is critical to a company’s survival, let alone success.
Digital Innovation, IT and the Art of InfluenceAbbie Lundberg
A presentation based on research I conducted for Harvard Business Review Analytic Services, delivered at the St. Louis Gateway to Innovation conference.
Companies with big data experience
are overwhelmingly satisfied with
business outcomes. But organizations
need to address several challenges
related to visualization and big data.
PREPARING FOR COMPLIANCE CHANGES UNDER A NEW ADMINISTRATIONHuman Capital Media
With a new U.S. presidential administration still in its early stages, there are likely to be upcoming regulatory changes that could affect your organization’s compliance strategy. What should you be doing now to prepare for potential changes, and how should you plan to manage compliance once changes take effect? There’s no room for error when adhering to compliance rules — especially those associated with the Fair Labor Standards Act, paid sick leave, and joint employer regulations.
By investing in fully automated workforce management processes rather than having a hodgepodge of manual and partially automated solutions, organizations can better predict risk, provide solutions to mitigate existing risk, and create effective communication to employees of pending or existent changes labor laws and regulations — enabling them to minimize risk, improve productivity, and enhance employee engagement.
Cliff Stevenson, principal analyst at Brandon Hall Group, will be joined by Kronos® Director of Product Marketing Kristen Wylie to outline how your organization can build a stronger compliance strategy. You’ll get valuable information on:
How your organization’s level of readiness compares to that of your peers amid changes in administration and policies
Minimizing risk through technology and automation
Finding your organization on the compliance climate matrix and learning real-world next steps
The CIO's dilemma can best be described as having to manage the competing imperatives for growth, innovation and new capabilities on the one hand and continued cost reduction and efficiency on the other. There is an answer to the CIO's dilemma: simplification.
PubCamp 2008 Melbourne Unconference Session, notes for the slides are available on my blog, http://specht.com.au/michael/2008/06/24/enterprise-20-employees-and-profits/
Webinar for June 2018 TnsurTech Accelerating Operational ExcellenceThe Digital Insurer
This webinar discussed how insurers can accelerate operational excellence through InsurTech. It featured presentations from industry experts on topics like how large companies are using technologies like AI and predictive analytics. Panelists from KPMG, Direct Line Group, Pega, and an InsurTech company discussed challenges of collaboration and how InsurTech benefits areas like customer engagement and lower expenses. A poll found that attendees saw technologies like AI and predictive analytics having the biggest impact over 18 months. The webinar concluded with an announcement about an upcoming event on insurance technology infrastructure.
Kent Beck discusses trends in agile development including deployments, testing, co-location, complexity, scale, and business trends. Some key trends are accountability, responsibility, transparency, and focus on relationships with customers. There is also a trend toward more accountable business partners who deliver effective, reliable software on time at a reasonable price. Agile development techniques are well-suited for these trends as agile developers have methods for estimation, listening to customers, and producing reliable software. Both large and small organizations from various industries are adopting agile development due to benefits like improved relationships, reliability, flexibility, and return on investment.
Benefits…. what benefits? 10 ways to achieve your project benefits.Talk Communications
4 out of 5 Information Systems projects fail to realise even 50% of the originally identified benefits.” Source: Management Today.
The major reason any project is given a green-light by executives is they deliver benefits to the business. So why is it that so many projects fail to deliver their identified benefits?
In this infographic, explore our top four tips to optimize an IT budget, including how to reduce IT costs, stretch your IT budget further and contribute to the financial success of your organization.
More: http://ms.spr.ly/6004pjika
RIWC_PARA_A194 lloyds banking group approach to reasonable adjustmentsMarco Muscroft
Lloyds Banking Group partnered with Microlink in 2010 to pioneer an award-winning workplace reasonable adjustments process. They appointed a process owner to oversee continuous improvement and coordination across stakeholders. This included establishing a single point of entry staffed by experts, involving line managers, and providing a pre-approved catalogue and fast track for adjustments. As a result, disclosure of disabilities increased 7% with improvements in engagement scores and a 90% reduction in disability-related absence reported. Lloyds Banking Group is committed to further improvements through qualitative and quantitative data and integrated systems.
The document discusses overcoming obstacles to using data to grow a business. It outlines how data and customer expectations have evolved from centralized mainframe systems to today's complex environment with greater data volume, variety and velocity. Managing data effectively requires assessing your current data ecosystem, prioritizing issues, and addressing both infrastructure and data quality in a segmented approach to deliver incremental benefits. The consulting group recommends companies assess their current strategy, environment and resources to develop a long-term plan for managing data.
This document discusses using social marketing to reach IT buyers. It begins with an agenda for the discussion and then provides tips and best practices for social media engagement. These include focusing engagement where influencers are active, listening to customers, responding to issues, and scaling by empowering advocates. Potential costs and benefits of social media engagement are estimated. The discussion then shifts to an overview of Spiceworks as a social platform for IT professionals and how vendors can create pages to engage this targeted audience. Examples are given of successful vendor engagement on Spiceworks through participation in discussions and promotions.
Corporate profiling is a software tool developed by ITPSB Inc. to help business executives ensure the success of IT projects. It provides visibility into an organization's key elements through a proven system accessible via a free cloud service. Only 1 in 3 IT projects are successfully delivered on time and on budget, so this tool promotes accountability, collaboration, and visibility to prevent projects from going over budget or failing. Profiling helps executives make strategic decisions without being IT experts by getting input from throughout the organization.
A digital HR document management solution isn’t just a “nice to have” – it’s essential. Discover why organizations are adopting a solution that will effectively manage HR documents while complying with government regulations and corporate policies. Find out how the right document management technology supports an organization’s strategic initiatives. We’ll discuss must-have features and what you need to understand when looking for a document management solution for HR.
What we cover in the webinar
• Why we believe Digital HR document management was included in Gartner’s Hype Cycle for Human Capital Management software1
• How to effectively manage HR Documents
• How to manage the blended world of digital and paper document management
For free download got to http://ow.ly/CfPWx
This document discusses how organizations can use workforce analytics to improve business outcomes. It notes that while 71% of organizations see workforce analytics as a priority, only 8% have usable data and 9% understand which talent dimensions drive performance. It outlines the typical stages organizations go through to mature their analytics capabilities from basic reporting to predictive analytics. It also provides eight factors that are important starting points for establishing a successful workforce analytics program. Finally, it describes capabilities Deloitte and SAP SuccessFactors can provide to help organizations jumpstart their workforce analytics journey.
The Experience of Online Distribution Elsewhere in the WorldKevin Pledge
Session 7 from Acceptiv Online Distribution Conference Sept 2017
Some say North America is at least 5 years behind the UK when it comes to online distribution. Is this true, and what lesson can we learn from the UK and other countries?
More than one in five CIOs believe that their direct control over technology has diminished since the start of the recession, whilst the proportion of companies where more than ten per cent of technology spend lies outside the control of the IT department has almost doubled to 40 per cent in the last three years.
Despite this, CIOs see their roles as growing in importance, but recognise that their value is increasingly driven through collaboration and influence, rather than direct control.
This is according to the 15th Annual CIO Technology Survey 2013, conducted by Harvey Nash in association with TelecityGroup, presenting the views of more than 2,000 CIOs and technology leaders across twenty countries.
The document provides findings from a survey of 150 data leaders about leveraging big data at their companies. Key findings include:
- Nearly all respondents believe their company is headed in the right direction with big data due to investments in new talent, technologies, and alignment on usage. However, only about half say big data is extensively leveraged across all business units currently.
- Respondents face challenges like data silos, legacy storage systems, and a lack of standardized measurement for big data initiatives. Finding skilled analytics talent is also difficult.
- Resources needed for success vary but include better tools, centralized talent management, and more information on the business value of big data.
The document discusses the Unisys STEALTH solution, which uses data splitting and encryption techniques to allow multiple networks with different classification levels to securely share the same infrastructure. It describes how the solution works, including using appliances and software to split data into slices and control access. It also provides examples of how the solution has been implemented for the US Special Operations Command and other agencies to consolidate networks and improve security.
Wipro Diversey Case Study A Journey To Vested Outsourcing BodySunitha G. Ray, PMP
The document provides biographies of Kate Vitasek and Astrid Uka, who are experts in supply chain management and outsourcing. Kate Vitasek is a faculty member at the University of Tennessee who has published over 200 articles. She can be reached at kvitasek@utk.edu. Astrid Uka is a principal with Supply Chain Visions, a consulting firm, and has experience delivering results for global corporations. The document also thanks Brent Hoag of Diversey and Werner Graf for sponsoring a case study to help others procure outsourced services more effectively.
Supply Chain Management Basics: 3PLs - One Size Does Not Fit AllAngela Carver
This document discusses third-party logistics providers (3PLs) and factors to consider when selecting one. It notes that 3PLs now offer a wider range of services beyond traditional transportation and warehousing, including global, IT, and value-added services. When evaluating 3PLs, the document recommends considering their technology capabilities, company culture, infrastructure, ease of doing business, key performance metrics, and intangible services. Selecting the best-fit 3PL can help shippers reduce costs, improve customer satisfaction, access global expertise, and reduce risk.
PubCamp 2008 Melbourne Unconference Session, notes for the slides are available on my blog, http://specht.com.au/michael/2008/06/24/enterprise-20-employees-and-profits/
Webinar for June 2018 TnsurTech Accelerating Operational ExcellenceThe Digital Insurer
This webinar discussed how insurers can accelerate operational excellence through InsurTech. It featured presentations from industry experts on topics like how large companies are using technologies like AI and predictive analytics. Panelists from KPMG, Direct Line Group, Pega, and an InsurTech company discussed challenges of collaboration and how InsurTech benefits areas like customer engagement and lower expenses. A poll found that attendees saw technologies like AI and predictive analytics having the biggest impact over 18 months. The webinar concluded with an announcement about an upcoming event on insurance technology infrastructure.
Kent Beck discusses trends in agile development including deployments, testing, co-location, complexity, scale, and business trends. Some key trends are accountability, responsibility, transparency, and focus on relationships with customers. There is also a trend toward more accountable business partners who deliver effective, reliable software on time at a reasonable price. Agile development techniques are well-suited for these trends as agile developers have methods for estimation, listening to customers, and producing reliable software. Both large and small organizations from various industries are adopting agile development due to benefits like improved relationships, reliability, flexibility, and return on investment.
Benefits…. what benefits? 10 ways to achieve your project benefits.Talk Communications
4 out of 5 Information Systems projects fail to realise even 50% of the originally identified benefits.” Source: Management Today.
The major reason any project is given a green-light by executives is they deliver benefits to the business. So why is it that so many projects fail to deliver their identified benefits?
In this infographic, explore our top four tips to optimize an IT budget, including how to reduce IT costs, stretch your IT budget further and contribute to the financial success of your organization.
More: http://ms.spr.ly/6004pjika
RIWC_PARA_A194 lloyds banking group approach to reasonable adjustmentsMarco Muscroft
Lloyds Banking Group partnered with Microlink in 2010 to pioneer an award-winning workplace reasonable adjustments process. They appointed a process owner to oversee continuous improvement and coordination across stakeholders. This included establishing a single point of entry staffed by experts, involving line managers, and providing a pre-approved catalogue and fast track for adjustments. As a result, disclosure of disabilities increased 7% with improvements in engagement scores and a 90% reduction in disability-related absence reported. Lloyds Banking Group is committed to further improvements through qualitative and quantitative data and integrated systems.
The document discusses overcoming obstacles to using data to grow a business. It outlines how data and customer expectations have evolved from centralized mainframe systems to today's complex environment with greater data volume, variety and velocity. Managing data effectively requires assessing your current data ecosystem, prioritizing issues, and addressing both infrastructure and data quality in a segmented approach to deliver incremental benefits. The consulting group recommends companies assess their current strategy, environment and resources to develop a long-term plan for managing data.
This document discusses using social marketing to reach IT buyers. It begins with an agenda for the discussion and then provides tips and best practices for social media engagement. These include focusing engagement where influencers are active, listening to customers, responding to issues, and scaling by empowering advocates. Potential costs and benefits of social media engagement are estimated. The discussion then shifts to an overview of Spiceworks as a social platform for IT professionals and how vendors can create pages to engage this targeted audience. Examples are given of successful vendor engagement on Spiceworks through participation in discussions and promotions.
Corporate profiling is a software tool developed by ITPSB Inc. to help business executives ensure the success of IT projects. It provides visibility into an organization's key elements through a proven system accessible via a free cloud service. Only 1 in 3 IT projects are successfully delivered on time and on budget, so this tool promotes accountability, collaboration, and visibility to prevent projects from going over budget or failing. Profiling helps executives make strategic decisions without being IT experts by getting input from throughout the organization.
A digital HR document management solution isn’t just a “nice to have” – it’s essential. Discover why organizations are adopting a solution that will effectively manage HR documents while complying with government regulations and corporate policies. Find out how the right document management technology supports an organization’s strategic initiatives. We’ll discuss must-have features and what you need to understand when looking for a document management solution for HR.
What we cover in the webinar
• Why we believe Digital HR document management was included in Gartner’s Hype Cycle for Human Capital Management software1
• How to effectively manage HR Documents
• How to manage the blended world of digital and paper document management
For free download got to http://ow.ly/CfPWx
This document discusses how organizations can use workforce analytics to improve business outcomes. It notes that while 71% of organizations see workforce analytics as a priority, only 8% have usable data and 9% understand which talent dimensions drive performance. It outlines the typical stages organizations go through to mature their analytics capabilities from basic reporting to predictive analytics. It also provides eight factors that are important starting points for establishing a successful workforce analytics program. Finally, it describes capabilities Deloitte and SAP SuccessFactors can provide to help organizations jumpstart their workforce analytics journey.
The Experience of Online Distribution Elsewhere in the WorldKevin Pledge
Session 7 from Acceptiv Online Distribution Conference Sept 2017
Some say North America is at least 5 years behind the UK when it comes to online distribution. Is this true, and what lesson can we learn from the UK and other countries?
More than one in five CIOs believe that their direct control over technology has diminished since the start of the recession, whilst the proportion of companies where more than ten per cent of technology spend lies outside the control of the IT department has almost doubled to 40 per cent in the last three years.
Despite this, CIOs see their roles as growing in importance, but recognise that their value is increasingly driven through collaboration and influence, rather than direct control.
This is according to the 15th Annual CIO Technology Survey 2013, conducted by Harvey Nash in association with TelecityGroup, presenting the views of more than 2,000 CIOs and technology leaders across twenty countries.
The document provides findings from a survey of 150 data leaders about leveraging big data at their companies. Key findings include:
- Nearly all respondents believe their company is headed in the right direction with big data due to investments in new talent, technologies, and alignment on usage. However, only about half say big data is extensively leveraged across all business units currently.
- Respondents face challenges like data silos, legacy storage systems, and a lack of standardized measurement for big data initiatives. Finding skilled analytics talent is also difficult.
- Resources needed for success vary but include better tools, centralized talent management, and more information on the business value of big data.
The document discusses the Unisys STEALTH solution, which uses data splitting and encryption techniques to allow multiple networks with different classification levels to securely share the same infrastructure. It describes how the solution works, including using appliances and software to split data into slices and control access. It also provides examples of how the solution has been implemented for the US Special Operations Command and other agencies to consolidate networks and improve security.
Wipro Diversey Case Study A Journey To Vested Outsourcing BodySunitha G. Ray, PMP
The document provides biographies of Kate Vitasek and Astrid Uka, who are experts in supply chain management and outsourcing. Kate Vitasek is a faculty member at the University of Tennessee who has published over 200 articles. She can be reached at kvitasek@utk.edu. Astrid Uka is a principal with Supply Chain Visions, a consulting firm, and has experience delivering results for global corporations. The document also thanks Brent Hoag of Diversey and Werner Graf for sponsoring a case study to help others procure outsourced services more effectively.
Supply Chain Management Basics: 3PLs - One Size Does Not Fit AllAngela Carver
This document discusses third-party logistics providers (3PLs) and factors to consider when selecting one. It notes that 3PLs now offer a wider range of services beyond traditional transportation and warehousing, including global, IT, and value-added services. When evaluating 3PLs, the document recommends considering their technology capabilities, company culture, infrastructure, ease of doing business, key performance metrics, and intangible services. Selecting the best-fit 3PL can help shippers reduce costs, improve customer satisfaction, access global expertise, and reduce risk.
Infosys is an Indian IT services company founded in 1981 by N.R. Narayana Murthy. It provides business consulting, software engineering, and outsourcing services. Infosys has partnerships with companies like Microsoft and Oracle. It has received awards for being one of the best managed companies in Asia and for its innovative cloud ecosystem hub. Infosys has grown from a small startup to one of the largest IT services companies in the world through successful execution of its business model and redefining customer needs in the industry.
Through the document, the author discusses how technology has evolved and impacted human interaction with nature and each other. Originally, people lived closely with nature and communicated through writing letters. Over time, technology emerged in industries, communication, and households. People began spending less time in nature and more with newly available technologies like mobile phones. While technology has benefits like easier communication, overuse of devices like smartphones can negatively impact lifestyles, social interaction, health, and disconnect people from the real world. The author advocates for using technology with control and limits rather than becoming addicted to or letting it control our lives.
All marketing aspects including financial and HR policies are explained elaborately . Subsidiaries, value system , competitors. A comparison study among TCS INFOSYS and Wipro is given Briefly.
These slides--based on the webinar hosted by leading IT analyst firm Enterprise Management Associates (EMA) and Digitate--provide insights into the impact of machine learning on managing workload automation.
Application modernization and digital transformation are the driving forces in many organizations. These activities, however, are stressing scheduling and automation tools to the point at which many are looking for better answers.
EMA conducted research to get a truly global view of workload automation trends and enterprise-class WLA products. Get some of the results in these slides.
Demonstrating Big Value in Big Data with New Analytics ApproachesJulie Severance
This document discusses IBM's journey to establishing an Analytics Center of Excellence (ACE) to overcome challenges with big data analytics. It describes how IBM previously had siloed analytics groups across its 400,000 employees and 200 locations. To address this, IBM developed a strategic plan through organizational readiness. This included standing up a virtual ACE team to develop standards, provide services, and align analytics with business strategy across the enterprise. The ACE also focused on quickly enabling a cloud prototype and user community to start realizing value from big data.
From Big Data to Big Insight - Dave Edwards, SHL/CEBThe HR Observer
There has been a lot of talk about big data but the conversation has now moved
onto big insight. Our research shows “For 85% of business leaders, more data is
not adding up to better business decisions”. How can you turn talent analytics data
into insight? And how can you turn this insight into a strategic advantage? Find out
how you can use data to answer questions such as:
• Are we attracting and retaining top talent?
• How strong is our pipeline of future leaders?
• Do we have the right talent on board to drive the next phase of business growth?
The document discusses software outsourcing, including why companies outsource, when to outsource, and what functions to outsource. It notes that firms outsource to improve productivity and flexibility. Key factors supporting outsourcing include short product lifecycles and a focus on customers. Functions like IT, customer support, and R&D are common areas of outsourcing. Companies must identify core competencies to determine what is best to outsource versus keep in-house.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Research from EMA shows that most organizations benefit from their use of automation tools, but some are successful at more than just improved productivity and a reduction in errors. The most successful organizations create a culture of automation and get the most out of the tools they use.
These slides—based on the webinar featuring Dan Twing, President and COO of leading IT research firm EMA--outline what traits set the successful organizations apart from the less successful ones, as well as:
- How organizations organize the scheduling function and the teams that manage the workload automation software
- The sources of budgets and authority, and the extent of evangelizing automation
- The ongoing impact of increasing use of multi-cloud resources as more legacy production work is moved to cloud infrastructures
The Most Effective Analytics Trends of 2019: Insights From Howard DresnerAggregage
Join Howard Dresner, founder and chief research officer of Dresner Advisory Services, as he shares his research on the analytics market from surveys with over 5,000 organizations. You’ll learn about the key drivers to business success with analytics and how predictive analytics can drive revenue.
The world around us is changing. Data is embedded in everything, and users from all lines of business want to leverage this data to influence decisions. The trick is to create a culture for pervasive analytics and empower the business to use data everywhere.
The core enabling technology to make this happen is Apache Hadoop. By leveraging Hadoop, organizations of all sizes and across all industries are making business models more predictable, and creating significant competitive advantages using big data.
Join Cloudera and Forrester to learn:
- What we mean by pervasive analytics, how it impacts your organization, and how to get started
- How leading organizations are using pervasive analytics for competitive advantage
- How Cloudera’s extensive partner ecosystem complements your strategy, helping deliver results faster
IT Project Success through Corporate ProfilingITPSB Pty Ltd
Corporate profiling is a process that provides an in-depth blueprint of an organization's structure, technology, people, processes, and relationships with customers. It promotes visibility, collaboration, and accountability to improve decision making for IT projects. The document discusses how corporate profiling involves unbundling an organization into different categories and layers, profiling core processes, and examining external factors to assess drivers for new IT systems and ensure success.
Minimizing Business Risk in IT ProjectsITPSB Pty Ltd
Corporate profiling is a process that provides an in-depth blueprint of an organization's structure, technology, people, processes, and relationships with customers. It promotes visibility, collaboration, and accountability to improve decision making for IT projects. The document discusses how corporate profiling involves unbundling an organization into different layers and profiling core processes, the pre-implementation process, and external value chains to understand factors driving new IT investments.
2017 Role & Influence of the Technology Decision-MakerIDG
The 2017 IDG Role & Influence of the Technology Decision-Maker survey examines the evolving role of IT decision-makers (ITDMs) in today’s corporations, specifically as organizations move towards a more digital-focused business.
A strong communication capability between the business and IT ensures the alignment of business requirements with delivered IT functionality and value. Use this storyboard to understand common barriers to effective requirements management, tactical solutions to overcome these barriers, and how to achieve a high level of project success.
This storyboard will help you:
•Understand the common barriers to effective requirements management
•Learn how organizations have solved these challenges
•Implement your own tactical solutions to enable effective communication of business requirements for IT projects in your organization
•Achieve a high level of project success
Whether an organization develops its own applications or implements packaged solutions, the success of the project depends on the clear communication of business requirements in terms IT can understand and deliver.
Few decades ago, Managers relied on their instincts to take business decisions. They could afford to make mistakes and learn from it. Today, the scope for learning from mistakes is very minimal. Instincts should be backed by data to minimise mistakes.
Technological advancements, in addition to opening new channels of communication with customers, have also enabled organizations to collect vital information about their businesses with customers. But, have these organizations fully leveraged this data?
Today, Organizations make use of data for business decisions, but the data is not close enough to the customer to reap maximum benefit. In many cases, importance is not given to the granularity of data. The probability of “customer centric” decisions being right could be high, if the top management makes better use of the end user customer data (such as point of sale data, voice of customer, social media buzz etc.) to devise business strategies.
The document discusses the challenges that organizations face with digital disruption. A survey found that while many clients are concerned about digital disruption, few are adequately prepared to address it. Embracing change and developing a digital business strategy is key to thriving during disruption. However, the survey found that developing new skills and updating outdated IT systems are major challenges for organizations. CIOs need to work closely with business leaders to define a vision for how digital disruption will impact the organization and identify ways to tackle challenges during the transition.
Is the lack of access to good employee data stopping you from making the best decisions possible about your talent and your business? Employee information spread across multiple systems, spreadsheets and sometimes just in legend and folklore is not only frustrating, it can stop us from being as effective and create expensive regulatory compliance and security headaches. And waiting around for some magical data warehouse solution or an expensive system consolidation just isn’t practical.
Join Paul Hamerman, vice president and principal analyst at Forrester Research, and Steve Parker, vice president at SumTotal Systems, as they discuss how to use technological innovations to quickly and inexpensively solve your HR data woes and move on to those strategic initiatives you’ve been waiting to tackle.
In this webinar, you will learn:
How to achieve a global system of record for employee information without having to rip and replace current systems.
How a comprehensive employee lifecycle master data model (MDM) can help solve data issues.
How the same technology can provide access to HR data in context — when and where needed — to drive better decision-making and actions.
Outsourced vs Inhouse Analytics Teams: What’s Smarter In Australia?mysydenyideas
The question as to whether building BI software applications is better or partnering with a BI Software provider is always revolving in an Australian Enterprise. Data Analytics is a quickly advanced technology that harnesses data and is said to be the most in demand consultant skills in Australia. This is a power point presentation of a blog published by InsideInfo which is the best BI Software provider.
1) The document discusses how organizations are struggling with information overload and proving ROI of interactive marketing efforts due to disparate data sources and lack of staff.
2) It introduces Optimus Information as a partner that can help organizations navigate the information maze by bringing order to chaos through extracting, validating, and analyzing actionable data to create customized reports and dashboards.
3) Optimus works with various types of clients and aims to maximize ROI by leveraging a global team for faster turnaround while ensuring quality through close management involvement.
How AI could BREAK "recruiting for diversity"James Grant
James Grant of Weavee speaks at Recruiter Day 2018 in Luxembourg on the topic of AI (Artificial Intelligence) and diversity. Along with offering tips on the subject and suggestions on how to drive corporate diversity efforts using technology to reduce unconscious bias.
- Jim Kaskade is a passionate executive with 20 years of experience leading high-growth companies. Most recently, he served as CEO of Janrain, a digital identity security company, guiding it to profitability and exiting via acquisition by Akamai.
- He has experience leading teams and businesses of all sizes, from startups to $1B divisions of large corporations. He is skilled at business transformations, turnarounds, and hypergrowth.
- Prior to Janrain, he held leadership roles at several other technology companies, including CSC, Infochimps, SIOS, and others, where he successfully grew the businesses, some via acquisition.
The principal goal of these Guidelines is to advise homeowners and designers about ways to locate and design development that maintains the character of the community and the natural setting.
Woodside Glens Neighborhood Plan - Amended 1999Jim Kaskade
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses Infochimps' big data platform and services. It provides an overview of how the platform handles real-time, batch, and ad-hoc analytics across structured and unstructured data sources using Hadoop, HBase, Elasticsearch, and other tools. The platform is designed as a fully-managed cloud service that allows customers to focus on data and applications without worrying about the underlying infrastructure.
This document discusses different options for big data analytics projects including batch, ad hoc, and real-time analytics. It presents a hybrid cloud model using public, virtual private, and private cloud options for big data projects that can help deliver value within budget and timelines compared to failed projects that go over budget. The document promotes a specific cloud as the #1 option for big data.
This document discusses big data and cloud computing. It describes how data volumes are growing exponentially and will increase 44-fold by 2020. It also discusses how cloud infrastructure provides unlimited computational power to process large and diverse data sources to gain statistically significant insights. Finally, it promotes a big data cloud service that aims to reduce friction for business users.
Think Big Analytics is a fast-growing big data consulting firm that helps clients leverage analytics. The document discusses Think Big's services and approach, including developing data strategies and building analytics capabilities incrementally. It also outlines common myths about big data, how to organize for success, and the new skills needed, such as data scientists. The conclusion emphasizes that big analytics is critical and clients can create value by getting help to start smart and scale capabilities fast.
Vmware Serengeti - Based on Infochimps IronfanJim Kaskade
This document discusses virtualizing Hadoop for the enterprise. It begins with discussing trends driving changes in enterprise IT like cloud, mobile apps, and big data. It then discusses how Hadoop can address big, fast, and flexible data needs. The rest of the document discusses how virtualizing Hadoop through solutions like Project Serengeti can provide enterprises with elasticity, high availability, and operational simplicity for their Hadoop implementations. It also discusses how virtualization allows enterprises to integrate Hadoop with other workloads and data platforms.
The document provides safety announcements for an event at PARC. It instructs attendees to stay in designated areas and not smoke within 20 feet of entrances. In case of an emergency evacuation signaled by alarms and lights, attendees should walk quickly but not run to the upper parking lot and gather with their group to check for missing members. They should not return until the Emergency Response Team gives an all clear. It also provides instructions for contacting security or calling 911 if medical attention is needed.
Big Data & Cloud - Infinite Monkey TheoremJim Kaskade
The document discusses big data and cloud computing. It defines big data as large and complex data sets that are difficult to process using traditional database tools. It notes that the volume of data is growing rapidly, expected to increase over 40 times from 2010 to 2020. The document presents examples of how companies like Walmart and Target are using big data analytics in the cloud to gain business insights from their customer data.
The document discusses techniques for effectively communicating a company's message and vision. It suggests that leaders inspire by their beliefs rather than authority, and that customers are attracted to visions they personally believe in. The key is to practice messaging on friends and family to refine delivery. Successful companies also thank customers, share their stories, and identify them as thought leaders to involve them in the company's success.
This document discusses how internet video traffic is expected to grow dramatically by 2014. Some key points:
- Global internet traffic will exceed 3/4 of a zettabyte by 2014, driven largely by video.
- 57% of consumer internet traffic will be internet video.
- Advanced internet video like 3D and HD will increase 23-fold between 2009-2014.
- A new type of high-density storage system called Seamicro SM10000 is presented as a way to dramatically reduce streaming costs, storage needs, and delivery times for video by 1000x.
Rapid Social Game Development & DeploymentJim Kaskade
Play Pillar provides a platform as a service for rapid social game development and deployment across multiple gaming platforms. It offers integrated tools for designing, deploying, optimizing, scaling and monetizing games on social networks, mobile, online and other platforms. The solution addresses the need for developers to easily create games for multi-platform environments without vendor lock-in or the need for infrastructure expertise.
Separate application definition from deployment platform
Enable late binding of model to the platform
Developers should be able to model application topology
Including internal and external dependencies for their app
Infrastructure administrators can have control over final deployment
Ensure IT policies are adhered to
Should be able to see deployment plan and add additional activies
Carry information about various phases of an application lifecycle
App model travels with the application
Deployment time changes allowed
Policies to enforce during runtime
Impact of updates and rollback of a s/w component on the application
Correlate monitoring information to parts of application
Leverage OVF standard for vm/vApp description
Relies on OVF for virtual machine description
Someone asked me for this....“Approaching the Zettabyte Era” is part of the Cisco Visual Networking Index, an ongoing
initiative to track and forecast the impact of visual networking applications. This paper
presents some of the key findings of Cisco’s global IP traffic forecast and explores the
implications of IP traffic growth for service providers. For a more detailed look at the
forecast and the methodology behind it, please see the paper “Cisco Visual Networking
Index – Forecast and Methodology 2007–2012.”
The document discusses SIOS Technology Corp and its CASPian private cloud solution. It provides an overview of key trends driving organizations to consolidate data centers and outsource IT. It also outlines different cloud deployment models and the three main cloud service models (IaaS, PaaS, SaaS). The document predicts strong growth in the private, virtual private and public cloud markets and outlines the benefits SIOS CASPian can provide through automating infrastructure and optimizing resource utilization.
This document provides information about generating revenue from broadband video advertising. It discusses trends in online video viewing and advertising spending. It also outlines the best performing video ad units and how to balance viewer experience and revenue generation through different ad mixtures. A case study shows how one site achieved revenue through different ad networks and units over time. Challenges for smaller sites and how the Eyespot platform can help address these are also covered. The document provides steps to get started using the Eyespot monetization component in a video player.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
11. 76% of companies say that vendor management effort and costs are much higher than expected 30% have ongoing issues with outsourcer management 51% have outsourcers not performing to expectations Source: Aberdeen Group
23. Outsourcing, Partners & Suppliers “Who, Why, What?” Founder Institute Jim Kaskade 8/23/2011 [email_address] Google Voice: (415) 938-7891 AIM: jimhkaskade Twitter: jimkaskade Blog: www.jameskaskade.com
Editor's Notes
http://www.founderinstitute.com/courses/827 Description: What should you outsource, and what do you need to do in-house? How to segment the vendors that you need? What vendors do you need right when you start, and what vendors will you need as you grow? How do you recruit and select the important vendors? What are tips and tricks to manage vendors in order to ensure a consistent level of quality? How do you fire and replace under-performing vendors? What are common mistakes made when dealing with vendors? Assignment: First, identify a list of at least seven key functions that you will need to launch and operate your offering in the first few months, such as engineering, project management, design, quality assurance, customer service, sales, payment processing, accounting, legal, public relations, hosting, etc. Second, rate each item on whether they should be outsourced on a 1 to 10 scale with 1 being "outsourced" and with 10 being "in-house," and also rate the importance of each item to the success of the business with 10 being "most important." Third, write a one to five page request for proposal ("RFP") to identify vendors for one of the most important key functions that you need to outsource over the next one to three months, such as accounting, design or testing. Fourth, send the RFP to at least three target vendors and post information from the RFP to appropriate online vendor markets and forums. Fifth, if the process leads to poor results, then repeat. Sixth, negotiate with each appropriate vendor for reduced startup pricing by offering barter, referrals, deferred payment, equity or any other vehicle. Seventh, write a paragraph on the lessons learned for the other outsourcing targets and update the original rating with new insights. ASSIGNMENT GOAL: Develop a recruiting process for key vendors and identify one key launch vendor.
50% of outsourced projects fail outright, or fail to meet expectations 76% of companies said that vendor management effort and costs were much higher than expected 30% reported ongoing issues with outsourcer management processes (e.g., inadequate governance and conflict resolution procedures) 51% reported that outsourcer was not performing to expectations
PM: It may be unwise for an outsider to speak on your companyýs behalf at an industry conference or in front of sales prospects, but other tasks are less controversial. For example, gathering product requirements is sometimes best handled by an outsider. Be sure to use a consultant with product experience close to or at least on the same technical level as your product. Other product management functions that can be outsourced include project management during development, beta, or pre-release sales and marketing preparation. It may be a little hard at first for an outside person to coordinate multiple internal parties, but consider that outside people have less to lose by reporting actual project status to management. Competitive analysis and pricing are also often outsourced given their bounded, objective nature. However, other things to consider for outsourcing are: Conducting a release debriefing to understand what went well and not so well during a release so that the next one can be improved Win/loss reporting Positioning and marketing message validation Website review and alignment Sales tools development and review In-depth general qualitative quality checks with customers on the perceived effectiveness of the product and organization Planning and managing product launches Setting up and running a customer feedback council.
Consider the overhead and non-productive hours. The first layer of cost savings in outsourcing comes from payroll taxes, insurance and benefits paid to full-time employees.
50% of outsourced projects fail outright, or fail to meet expectations 76% of companies said that vendor management effort and costs were much higher than expected 30% reported ongoing issues with outsourcer management processes (e.g., inadequate governance and conflict resolution procedures) 51% reported that outsourcer was not performing to expectations
“What you don’t know WILL COST YOU” I found that in many cases I had to pay to train my outsourced partner…..just as I would for an employee. Consider the overhead and non-productive hours. The first layer of cost savings in outsourcing comes from payroll taxes, insurance and benefits paid to full-time employees.
50% of outsourced projects fail outright, or fail to meet expectations 76% of companies said that vendor management effort and costs were much higher than expected 30% reported ongoing issues with outsourcer management processes (e.g., inadequate governance and conflict resolution procedures) 51% reported that outsourcer was not performing to expectations
Consider the overhead and non-productive hours. The first layer of cost savings in outsourcing comes from payroll taxes, insurance and benefits paid to full-time employees.
http://www.alsbridge.com/ A study performed on over 300 companies focused primarily on nine of the prominent causes of outsourcing failures: The buyer’s unclear expectations up front as to its objectives The parties’ interests are aligned up front but become misaligned as the buyer’s business environment or needs change Poor governance structure for managing the ongoing relationship Poor communication; the parties do not proactively share necessary information with each other The parties do not consider each other’s interests to ensure their relationship is mutually beneficial The provider’s poor performance against service level agreements Poor cultural fit compatibility of the parties Challenges arising because of the buyer’s multi-supplier environment Other http://www.outsourcing-center.com/2011-04-ten-pitfalls-in-outsourcing-transitions-article-44253.html 1. What you don’t know will cost you The Center asked the surveyed buyers this question: “There is a well-known saying that what you don’t know will cost you. Please describe something your company didn’t know at the outset of the outsourcing relationship, which ended up costing you and led to a change in the outsourcing arrangement.” The situations they described covered the gamut from technology issues to human behavior to lack of knowledge as well as operational structures that were too tight or too loose. 2. Technology connectivity Challenges arose in the provider’s ability to establish timely connectivity to all of its customers’ necessary systems because they were not aware of the various groups and business processes that governed connectivity. Remedying this situation involved forming a dedicated connectivity team with both business and network members. The team then built relationships within the customer’s technology group, seeking to understand the ownership and flow of information and also to help work through the issues more quickly. 3. Aggressive go-live date Two different relationships faced the same challenge of having to extend their original planned go-live date, but the causes of the problems differed. In one, the service provider encountered difficulty in recruiting the right talent in a remote area in the short transition time frame. In the other case, the buyer was transitioning from an incumbent provider to a new provider, but the bureaucracy and contractual negotiations in ending the prior relationship delayed the planned transition time line. In both cases, the aggressive ramp-up was necessary to achieve the desired time to value. Both buyers also had to spend time with their management teams and other stakeholders to lessen the potential negative impression and increased costs from having to extend the go-live date. 4. Service level agreement In a relationship delivering IT services to the customer’s 25+ facilities, the customer made the mistake of including all the facilities in the metrics for downtime. The situations they encountered as a result of these problematic service level measurements led to a contract renegotiation. As the customer stated, “Even if the downtime SLA is 99.9, it leaves a lot of wiggle room when you take that across all the facilities.” The renegotiated arrangement now measures the downtime/uptime percentage per facility. 5. Total cost of ownership A customer shared that, shortly after the outsourcing relationship was established, her company launched an initiative to determine its total cost of ownership (TCO) of various business processes. But the company was unable to determine TCO for the processes in its outsourcing scope because it lacked transparency into the service provider’s underlying enabling IT costs that were variable rather than fixed costs. When they renewed the contract, they renegotiated the pricing arrangement to ensure cost component transparency. This ultimately also enabled the customer to understand whether it was getting the most value for the price at both a service line and transaction level. 6. Software licensing Unexpected software licensing costs during the transition phase hit a company outsourcing several IT components. The transition involved moving from a standard database to a real application clustering database model (a cluster of servers to eliminate hardware downtime). The licensing cost structured across the CPUs was different than the buyer anticipated. It also encountered another issue around the server license component of a security product. Root-cause analysis found that these added-cost issues were due to a lack of communication. In some cases, the buyer assumed costs rather than communicating with the provider to determine if its assumption was correct. In other cases, the provider’s communication to the buyer was inaccurate because of ineffective communication among the different divisions of the provider’s business. 7. Managing the relationship Several buyers reported they incurred extra costs because they entered into the outsourcing relationship with the wrong mindset. As one buyer stated to Outsourcing Center, “There’s a lot of difference between working with an outsourcer and working with a team of people who are subordinate to you.” Not understanding that change up front, the buyers had to go through a learning process – and often relationship struggles as well as delayed time to value – to understand how to manage the relationship and the outcomes. 8. Learning curve Multiple buyers stated their costs increased because the learning curve was more difficult and took longer than they had anticipated. In some cases, the learning curve was for the provider’s team to learn the buyer’s business and its IT systems; in other cases, it was for the buyer’s end users to learn new systems and procedures. In either case, both parties had to step in and “save” the other by making sure they operated the processes and technology correctly and fixed the errors. Both parties lost money because the time to value was extended significantly. 9. Offshore readiness It’s not uncommon for buyers and providers to find out – when in the midst of the transition phase – that a specific component of an entire process scope is not ready for offshoring or, in some cases, is prohibited from being sent offshore. One buyer shared with Outsourcing Center that it encountered issues with the security controls of certain applications that were in the outsourced scope, and those controls prevented managing those applications from offshore locations. The costs in this case included suspending the transition midway through it and working together to redeploy teams and applications. 10. Communication around quality The transition phase of an outsourcing relationship often erupts in “noise” from the customer’s end users around dissatisfaction with the quality of services. Often, an analysis finds that the source of the problem is the buyer’s lack of effective communication around quality expectations and needs. At other times, the buyer has no one in house with the in-depth knowledge to effectively oversee the quality of the provider’s work. There are also cases where the buyer begins the relationship with a light approach to governance and more of an ad hoc style of communication, which can lead to ineffective communication around specific needs and expectations. In one of the relationships Outsourcing Center studied, the buyer ended up with unexpected costs around not only resolving the quality issues but also investing in “a few experts” who would be liaisons between the buyer’s users and the provider’s service team. Heeding these insights shared by the surveyed buyers will help both customers and service providers avoid unbudgeted costs and delayed time to value. Additional tips on avoiding pitfalls in the transition phase are described in Outsourcing Center’s free white papers: Best Practices for Risk Mitigation in Outsourcing Transitions (2010) and Haste Makes Waste: How to Avoid Outsourcing Problems (2003).
Example - Too early: *Business founder outsources his engineering WITHOUT cofounder *Head of engineering has NO experience with outsourcing *Person in charge of managing NOT bought in or DOESN’T have the time to manage Example - Too late” *Customer says they need product integration in two months….and it takes a trained team two months
No different than recruiting a full-time employee: Referrals References Interview Accountable hiring manager
These buyers of outsourced services, who were deemed to have been successful in their sourcing strategies, all agreed that “their transition phase was the point that either threatened to derail their relationship or that allowed for long-term success.” Make sure full-time staff & outsourcing employees are properly introduced. Make sure the proper on-boarding period is established (i.e. have key members of outsourcer onsite upfront and periodically) Make sure systems are in place for communication and management
Upfront requirements documentation (market, product, technical specs) Daily, weekly, monthly, quarterly communications Clear objectives and performance metrics Regular trips to THEIR location A person who knows how to manage Use Agile for any type of project (engineering or otherwise)….forces collaboration Carve off discrete projects which require LESS interaction/dependencies
Incentivize to make milestones, just as you would for internal staff…a bonus is paid: On-time On-budget On-quality
http://www.founderinstitute.com/courses/827 Description: Your goal is to help the Founders in the class understand the topic from your perspective. 1. What does a new Founder need to know about law in order to run a successful startup? 2. When should a Founder use a lawyer, and when should you rely on your own work? 3. What are the key terms in contracts to understand and to avoid? 4. What are common legal mistakes? 5. How should a Founder handle their intellectual property, including confidentiality, copyrights, trademarks and patents? 6. What are common intellectual property problems, and how do you deal with them cost effectively? Your allotted speaking time is between 20 and 30 minutes. There will be a question and answer session with all of the Mentors, and a Founder Hotseat, where you critique the business and assignment of select participants. A good presentation provides actionable shortcuts, tips, resources and personal advice for Founders to complete topical assignments in a week. Negatives - To protect yourself from: Two founders split up and one says "I came up with much of the IP, so I'm leaving to start my own company” Investors want to take control by pulling committed funds, and later trying to pick up the IP for cents on dollar Big Fortune 100 company tries to file patents to essentially invalidate or "surround" you Founder has incredibly "brilliant" and "transformative" tech, but doesn't want to disclose to investors because he’s afraid of idea being stolen Company made public disclosure BEFORE protecting their IP Positives - To prepare for: Company was acquired for its patent portfolio Raised a large strategic round + manufacturing partner + channel partner + JV partner based on IP Have a company which could be as big as CISCO, Dolby, Qualcomm, RAMBUS...a franchise based on IP Myths around "Why to Protect "Myths around "Why I don't need to Protect"