Systemic Management of IT FunctionalityMalcolm Ryder
The search is on for what to call the coordination of management disciplines in the business use of IT. Short of the next big acronym, one argument is already more useful than most and is not even new.
Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many things well – not just a few. The things that are done well must operate within a close-knit system,. If there is not fit among these activities, there is no distinctive strategy and little to sustain the strategic deployment process. Management then reverts to the simpler task of overseeing independent functions. When this occurs, operational effectiveness determines the relative performance of the organizations and the strategic initiatives are lost.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Systemic Management of IT FunctionalityMalcolm Ryder
The search is on for what to call the coordination of management disciplines in the business use of IT. Short of the next big acronym, one argument is already more useful than most and is not even new.
Strategy is creating fit among a company’s activities. The success of a strategy depends on doing many things well – not just a few. The things that are done well must operate within a close-knit system,. If there is not fit among these activities, there is no distinctive strategy and little to sustain the strategic deployment process. Management then reverts to the simpler task of overseeing independent functions. When this occurs, operational effectiveness determines the relative performance of the organizations and the strategic initiatives are lost.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
This model is one of the most used mode in the industry to align the Business with IT.
This helps to have an strategic edge over the competitor and see how and what function are affecting each other. Along with knowing that which is the core function that is driving the business.
MIS, STRATEGIC ROLE OF INFORMATION SYSTEMS, MANAGEMENT INFORMATION SYSTEM, INFORMATION TECHNOLOGY, INFORMATION SYSTEMS, STRATEGIC ROLE OF INFORMATION SYSTEMS, INFORMATION SYSTEM STRATEGY, CHARACTERISTICS OF INFORMATION SYSTEM STRATEGY, CLASSIFICATION OF STRATEGIC ROLE OF INFORMATION SYSTEM, STRATEGIES TO GAIN COMPETITIVE ADVANTAGES,
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
What is Business Architecture and why should I be interested in it? This point of view from Slalom Consulting explains why Business Architecture improves strategy execution through the use of capability definition and assessment.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Businesses today are struggling to respond to the dynamics of technological advancements and digitization. The opportunity lies in the digitization of the planning process with Integrated Business Planning, which ensures real-time, secure access to insights anywhere and everywhere.
The performances & activities of all businesses are affected significantly due to various aspects. It becomes essential for companies to seek constant business transformation to overcome competition. Each transformation is said to be determined by the content, context, participants, process & the effects. Such transformation is crucial for any business to survive & succeed in the ever-increasing competitive world.
This model is one of the most used mode in the industry to align the Business with IT.
This helps to have an strategic edge over the competitor and see how and what function are affecting each other. Along with knowing that which is the core function that is driving the business.
MIS, STRATEGIC ROLE OF INFORMATION SYSTEMS, MANAGEMENT INFORMATION SYSTEM, INFORMATION TECHNOLOGY, INFORMATION SYSTEMS, STRATEGIC ROLE OF INFORMATION SYSTEMS, INFORMATION SYSTEM STRATEGY, CHARACTERISTICS OF INFORMATION SYSTEM STRATEGY, CLASSIFICATION OF STRATEGIC ROLE OF INFORMATION SYSTEM, STRATEGIES TO GAIN COMPETITIVE ADVANTAGES,
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
What is Business Architecture and why should I be interested in it? This point of view from Slalom Consulting explains why Business Architecture improves strategy execution through the use of capability definition and assessment.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Businesses today are struggling to respond to the dynamics of technological advancements and digitization. The opportunity lies in the digitization of the planning process with Integrated Business Planning, which ensures real-time, secure access to insights anywhere and everywhere.
The performances & activities of all businesses are affected significantly due to various aspects. It becomes essential for companies to seek constant business transformation to overcome competition. Each transformation is said to be determined by the content, context, participants, process & the effects. Such transformation is crucial for any business to survive & succeed in the ever-increasing competitive world.
The vision
“Elevate Data to Sustainable Excellence”
Enable the Enterprise to achieve Sustainable Business Excellence through Data Excellence empowering its Business Partners, Employees and Stakeholders with Sustainable Value Creation.
This vision includes the two elements:
Ambitious: its refers to the Sustainable Business Excellence through data excellence
Realistic: according to employee and stakeholder with sustainable value creation.
Mission Statement
“Create and promote the system to enable Sustainable Value Generation”
Provide the world with a Data Excellence Management System to maximize the business value of enterprise data and establish a common framework to enable the shift to a new paradigm: “Data Excellence culture is embedded as second nature” across all the organizations to strive for sustainable excellence.
The onset of the information age has irrevocably changed the way business activities are conducted and evaluated. The breadth and scope of information that new technologies have made available today force a “different game”. Business managers and executives at all levels must understand that this new game extends far beyond ERP, MDM and BI. In order to strive in this new reality, management teams will have to enact a global transformation in which data governance will be a core function; not an objective. GDE’s concept of “Govern by Value” facilitates this integration by providing a system and framework for corporations to consolidate data as an asset and smoothly transition from an industrial era “process-driven business performance” to an information era “data-driven business excellence”.
Case study on Strategic Leadership and Business Transformation”.docxtidwellveronique
Case study on “Strategic Leadership and Business Transformation”
Business transformation is a key management personnel of the management initiatives, brainstorming, trying, process and technology initiatives in an organization with business strategy and vision to support the more attention and help innovative new business strategies and meet short and long term objectives. Through the business transformation effort is made from the same people, process and technology to achieve the ultimate results-based state, such as income increase of 50% or 25% customer satisfaction.
It can be defined as:
• Transformation - by improving customer service
• change the shape - by the review and reassessment of how to do business, through better use of partners and use of the resources
• Changing the form - through improved business methods and includes a new organizational structure, technology, processes and technology. [1]
Can achieve business transformation through new technologies, business models and management methods. Business transformation is now considered competitive an important part of the business cycle.
Enterprise restructuring should be a continuous process, must implement its business strategy for any organization to achieve its vision. This is an ongoing requirement, because the strategies and vision will always need to adapt to the changing and refining the impact of the economic impact. Business agility, and to achieve business transformation, therefore, the management and the real measure of business success.
Disciplines involved in business transformation
and Conwell mixed consultants help companies adapt to the management capacity, through these technologies development. We in the public and private sector clients a lot of experience enables us to identify the key components necessary to ensure successful business transformation:
• Alignment of activities and changes in business strategy.
• Avoid dispersion, transformation activities, bottom-up elements.
• Managing the planning and improvement of management disciplines.
• clear what can be achieved, and its cost.
• careful analysis of all the necessary changes made and the impact of these changes, interdependent activities.
• Treatment of staff as agents of change, rather than an obstacle.
• assess how changes will be considered with customers to explain, suppliers and other external parties.
Business transformation seems to have started as a label used by IT companies re-brand consultancy process to information systems integration sales more effective.
Now, the business transformation means more work. It means that a cross-business integrated approach to change, also shows that this is only effective in achieving your business vision or direction of the strategic process.
Many organizations and consultants seem to have lost chasing growth and change.
In the first phase of IT enabled business transformation
As information technology (IT) the arrival of the concept of innovation ...
Closing Complexity and Integration GapsDean Sorensen
Research estimates the cost of complexity at up to five percent of sales for global organizations. What’s more, most executives view internal complexities as a key barrier to growth – one that needs to be better managed. By extension, complexity management is a challenge that’s becoming of similar importance to Finance executives – especially those in treasury and financial planning and analysis (FP&A) roles.
One major obstacle stands in the way of more effective complexity management: the processes and structures that organizations use to plan, manage and govern their business. More specifically, immature and outdated ones that obscure risk, rein-force functional silos, suboptimize resource allocation and impede change. The underlying problem: inadequate integration
The Shared Services Imperative: Evolve from Cost-Killer to Value-DriverCognizant
By applying new 'SMAC Stack' technologies to enterprise work, shared services leaders can standardize and automate process work activities, while at the same time delivering greater value through process innovation, reducing risk and revealing new sources of revenue for stakeholders.
Management Assignment Help | by Onlineassignment.NetOnline
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Management Assignment Help for students worldwide | by Onlineassignment.nOnline
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Online Assignment is an early pioneer of online tutoring and homework assistance , helping K-12, College and Graduate students succeed in their academics since 2003.
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OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
UPDATE HERE - https://www.slideshare.net/djdunning/introduction-to-the-core-p3m-data-model-and-business-integrated-p3m-governance-205320473
Link to higher resolution copy here: https://1drv.ms/b/s!AscRj7Bfp6vQgo0dXpjt3OGJ8t7zxA?e=0NmVrt
The Core P3M Data Club was formed to create a data standard for portfolio, programme and project management. This enables us to more effectively deliver business integrated governance for Business as Usual and Change. This means our journey from Main Board objectives, targets and challenges can be delivered through portfolios, programmes and projects in the context of finance, management teams, support and assurance more easily and effectively. This will deliver more strategy outcomes, greater business agility, lower management overhead and efficiency benefits.
Using the backbone taken from APM Directing Change, this document outlines the 'why', provides a framework overview, and explains all of the components (uploaded elsewhere).
Find out more and collaborate here: https://www.linkedin.com/groups/13651399/
1. “RESPONSIBILITY” – ENABLER FOR BUSINESS AGILITY
OBJECTIVE:
This shares one of the key barriers in embracing business model changes and reorganization of business units
across any large organization from management systems perspective. This also further introduces
“responsibility” concept that not only addresses the barrier but also unleashes an array of possibilities across
the management systems to meet the evolving business model with agility.
BACKGROUND:
Management systems are designed to reflect the business structure and often times they correlate to senior
management’s responsibility, compensation and rewards. Businesses are restructured for deploying new
strategies, business expansion into adjacencies and evolving business models to gain competitive advantage,
all requiring management system changes to reflect the business structure changes in near real-time.
Management systems are constrained to reflect the business results including all the historical information
which can only be achieved through extensive effort of reorganizing the underlying data while consuming
significant business and IT resources. This becomes a key barrier for new business models to evolve in
reasonable timing (less than 3 months) or for management to restructure business or organization when
warranted to achieve higher performance.
What needs to be true to enable business restructuring in near real-time in management systems?
• Business reorganizations should be achieved through the reference data changes vs. reorganizing the base
data. This in essence will require on the fly aggregation based on the reference data definition.
• Business relationships and accountability within matrix organization are often defined with complex
combinations across various elements such as Geography, Product, Customer, Channel, etc.
• Business accountability in large organizations is often not necessarily traditional parent-child relationship.
In many cases, the parent responsibility is not sum of the children responsibility and this relationship needs to
be definable. This leads to the need of specialized roll-ups vs. traditional hierarchical summation.
• Business relationship visibility in hierarchal format is critical and should be extendable for new reference
data elements such as customer, channel & others as the business model evolves.
Why “Responsibility” concept is important for large organizations?
Standardized systems are often designed for scale and end-to-end integration for seamless information
exchange across transactional systems but this paradigm shifts for management reporting demanding greater
flexibility in producing business results for the new business models. Integrating “Responsibility” concept into
the base reporting product will enable to take advantage of the flexibility in management systems and further
drive the total cost of ownership significantly to support business organizations.
The need for real time data for management to draw insights and make key business decision is at the highest
level than it has ever been but without the capability to trigger actions to measure performance results,
rewards and supporting management systems being agile diminishes the competitive advantage for both the
organization and the IT division enabling the business.
This capability can now be leveraged to analyze and simulate futuristic organization views in the “what if”
context and enable management systems to transition to new structure seamlessly.
How is P&G meeting this need?
P&G is leaping forward in building the “responsibility” as custom functionality to address the immediate needs
as the reporting platform refresh occurs. The need for expanding “responsibility” usage across the company is
unprecedented with both the impact and benefit being very visible.
Contacts: Manoj Agarwal(agarwal.m.1@pg.com) Financial Reporting Solution Leader 1
Nandha Kumar (kumar.nt@pg.com) Financial Reporting Business Owner