Here is a draft of the Future State, Business Initiatives, and Business Solutions for the challenge area of "Poor collaboration between Business and IT":
Future State:
- Establish regular collaboration meetings between business and IT leadership
- Define clear processes for requirement gathering and solution development
- Implement collaboration tools for real-time sharing of documents and updates
Business Initiatives:
- Conduct joint business-IT planning sessions to align technology investments with business goals
- Develop standardized templates and guidelines for requirement documentation
- Provide training for business and IT teams on each other's processes and challenges
Business Solutions:
- Implement project management software to track requirements, tasks, and issues across teams
- Create a centralized knowledge base
The document summarizes key insights from a meeting of the Innovation Executive Forum, a group of senior IT executives in Seattle. Some of the insights discussed include: moving non-core functions to the cloud to free up resources for innovation; understanding real cost savings of cloud solutions; leveraging early adopters to boost new technology adoption; measuring initiatives before and after launch; utilizing managed services for global service excellence; focusing on employee engagement; embracing telecommuting and tools to attract talent; developing future leaders through early hiring programs; and addressing cultural issues early.
The document outlines a 7-step process for developing a digital strategy, addressing common barriers along the way. It begins with identifying external market forces and competitors driving the need for change. Next, it involves securing commitment from leadership and cross-functional teams. Formulating alternatives requires confronting truths, prioritizing opportunities, and ensuring technical readiness. The best strategies synthesize ideas into a coherent direction with governance and metrics. Finally, the vision must be socialized across the organization to gain support for execution. The process emphasizes collaboration, cultural change, and using data to inform strategic choices.
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Enterprise architecture has a critical role in driving business success. But enterprise architects often find that they must create a better understanding for IT and business leaders of the function’s place in strategic planning, application rationalization, and business/IT alignment.
In this slidecast, author Beth Bacheldor explains what steps enterprise architects can take to transform their practice and give colleagues a greater appreciation of its value. The result? The business will have a greater opportunity to profit from enterprise architecture as an essential component of its operations.
Originally posted on: http://smartenterpriseexchange.com/groups/smart-architect
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Talk on digital maturity and complexity with a framework to consider the interrelatedness of organisational functions. Given at Canterbury Tech meetup July 2022.
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Career implications for the Business Analyst in the age of digital disruptionLivingstone Advisory
The fact that business and societal change is being fueled by innovative, emerging and disruptive information technologies is well known. Its impacts being felt in almost every facet of life. However, the forces driving the evolution and adoption of such technologies are complex, diverse and not always well understood. In addition, the rate of change is accelerating.
Knowledge intensive IT careers, once considered to be at the forefront of information technology developments are being progressively impacted by the new world of IT, shifting customer expectations and business change.
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David Slight, Senior Director, Microsoft Services in Redmond und sein Vortrag vom Executive Circle Summit Dezember 2012 über "Rethink workforce productivity" - eine Darstellung anhand konkreter Beispiele, wie Unternehmen heute und in Zukunft Verbesserungen im Hinblick auf Mitarbeiter, Teams und die gesamte Produktivität erzielen können.
This document provides an overview of an information systems management course. It discusses key topics that will be covered, including what constitutes an information system, how information technology can improve productivity, debates around whether IT continues to provide competitive advantages, and the module format and evaluation process. The module will examine processes, social networks, search, and mobility and how information systems can support these areas. Students will complete evaluations including a curation page, business case study, and video analysis assignments.
The document summarizes key insights from a meeting of the Innovation Executive Forum, a group of senior IT executives in Seattle. Some of the insights discussed include: moving non-core functions to the cloud to free up resources for innovation; understanding real cost savings of cloud solutions; leveraging early adopters to boost new technology adoption; measuring initiatives before and after launch; utilizing managed services for global service excellence; focusing on employee engagement; embracing telecommuting and tools to attract talent; developing future leaders through early hiring programs; and addressing cultural issues early.
The document outlines a 7-step process for developing a digital strategy, addressing common barriers along the way. It begins with identifying external market forces and competitors driving the need for change. Next, it involves securing commitment from leadership and cross-functional teams. Formulating alternatives requires confronting truths, prioritizing opportunities, and ensuring technical readiness. The best strategies synthesize ideas into a coherent direction with governance and metrics. Finally, the vision must be socialized across the organization to gain support for execution. The process emphasizes collaboration, cultural change, and using data to inform strategic choices.
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Enterprise architecture has a critical role in driving business success. But enterprise architects often find that they must create a better understanding for IT and business leaders of the function’s place in strategic planning, application rationalization, and business/IT alignment.
In this slidecast, author Beth Bacheldor explains what steps enterprise architects can take to transform their practice and give colleagues a greater appreciation of its value. The result? The business will have a greater opportunity to profit from enterprise architecture as an essential component of its operations.
Originally posted on: http://smartenterpriseexchange.com/groups/smart-architect
Canterbury Tech July 2022 - Digital Journey ideas.pdfDouglas Talbot
Talk on digital maturity and complexity with a framework to consider the interrelatedness of organisational functions. Given at Canterbury Tech meetup July 2022.
Includes some digital bad habits and dysfunctions and a reading list for inspiration.
This presentation was originally delivered in three parts at the SharePoint Evolutions conference in London, 15th April 2013. It was designed for a business audience - project leads and decision makers responsible for delivering intranet projects
Career implications for the Business Analyst in the age of digital disruptionLivingstone Advisory
The fact that business and societal change is being fueled by innovative, emerging and disruptive information technologies is well known. Its impacts being felt in almost every facet of life. However, the forces driving the evolution and adoption of such technologies are complex, diverse and not always well understood. In addition, the rate of change is accelerating.
Knowledge intensive IT careers, once considered to be at the forefront of information technology developments are being progressively impacted by the new world of IT, shifting customer expectations and business change.
Question is, how will the IT professions - in particular, the BA - be redefined? More importantly what steps should the BA profession consider taking now, to ensure its continued relevance in years to come
David Slight, Senior Director, Microsoft Services in Redmond und sein Vortrag vom Executive Circle Summit Dezember 2012 über "Rethink workforce productivity" - eine Darstellung anhand konkreter Beispiele, wie Unternehmen heute und in Zukunft Verbesserungen im Hinblick auf Mitarbeiter, Teams und die gesamte Produktivität erzielen können.
This document provides an overview of an information systems management course. It discusses key topics that will be covered, including what constitutes an information system, how information technology can improve productivity, debates around whether IT continues to provide competitive advantages, and the module format and evaluation process. The module will examine processes, social networks, search, and mobility and how information systems can support these areas. Students will complete evaluations including a curation page, business case study, and video analysis assignments.
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Of course It will make extensive use of digital tools, digital processes and big data. It will be fast, agile and efficient, and it will provide an outstanding, interactive customer experience.
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Most businesses are trying to achieve digital transformation, but not everyone is going about it the right way. MuleSoft recently surveyed 800 global IT decision makers; 96 percent of respondents are executing on digital transformation initiatives or planning to do so in the near future. However, the results also showed that just 18 percent of IT decision makers are confident that they will succeed in meeting this year’s digital transformation goals.
In this presentation, you will learn:
-How IT can enable opportunities that impact the bottom line
-Steps to digitize data and transform the organization
-How CIOs and IT teams can reconcile existing technology with expectations for digital transformation
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Learn strategies on how to be successful at justifying your IT projects.
This document discusses how implementing ITIL best practices can benefit from being managed as a project using project management methodologies. It recommends mapping ITIL processes to the five key project management processes of initiation, planning, execution, monitoring and control, and closure. Integrating ITIL with established project management frameworks like the PMBOK can help ensure ITIL implementation occurs on time, on budget and meets customer requirements while also providing stability. Managing ITIL implementation as a project or portfolio of projects can optimize resources and help realize the benefits of ITIL more quickly.
OIES Consulting is an advisory firm that provides consulting and business development services to help enterprises accelerate their adoption of IoT and big data technologies. They also assist IoT and big data vendors with business development. Their services include workshops, audits, strategy development, ecosystem analysis, product launches, and engineering support. They work with various partner companies to offer a range of IoT, big data, analytics, and business transformation services to clients.
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Watch the full webinar here: https://www.youtube.com/watch?v=XlYy0cskPTU
Harvey Koeppel, Executive Director of the Center for CIO Leadership gave this presentation at Pepperdine University’s free conference, “From Information Systems to Innovation Systems: Establishing the Next Generation Information Systems Department,” on Wednesday, October 12, 2011. The conference was sponsored by the Center for Applied Research at the Graziadio School of Business and Management.
This document describes Lean Service Creation (LSC), a methodology that combines design thinking, agile development, and lean startup. LSC helps companies build a culture of experimentation, failure, and learning to develop digital services. It involves conducting user research, rapid prototyping, and analytics testing to iteratively build minimum viable products. The document outlines LSC's process, from immersion and insights to prototyping and growth hacking. It provides examples of tools used in LSC like service blueprints and value proposition prototypes. The result is that companies see real changes to their language, culture, and product development as learning is prioritized over single solutions.
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ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.