This white paper discusses information theory and its practical applications for businesses. It defines information as having quality attributes (e.g. relevance, accuracy) and physical attributes (e.g. how it is collected, stored). The quality attributes are like symptoms that businesses focus on, while the physical attributes are the underlying causes that must be addressed. A model is presented showing the relationships between quality attributes, physical attributes, factors of production (e.g. human resources, inventory), and time (past, present, future). Together these provide context for decision making. Properly defining information requirements upfront can help ensure technology purchases meet business needs.
2001 triz and innovation asset managementJupira Silva
This document introduces a framework for Innovation Asset Management (IAM) to help organizations better manage their innovation assets. IAM is presented as a new approach that defines an IT solution for cataloging and leveraging a company's intellectual capital and know-how. The framework identifies key IAM activities like identifying assets, assessing their value in adding opportunities, specifying actions to increase usability and value, and reviewing impacts. IAM is discussed in the contexts of knowledge management, collaborative learning of best practices, and TRIZ for evaluating and transforming assets to generate new knowledge and intellectual property. An IAM system architecture is proposed to integrate these approaches and support the management of an organization's innovation assets over their lifecycle.
Kindly save and view in pptx format only.
This pptx is a representation by Eco Tracksys Ltd India, to share its experience on establishing and placing its idea of RFID based Business & Entrepreneurship in Indian Market.
Learning New Skills for the Digital AgeVincent Lau
Digital transformation is happening everywhere. The rapid speed of technological changes such as digitalisation, automation AI is resulting in skills obsolence and demand for new skill sets at a faster pace than ever before. It is critical that ICT professionals understand what skills they need to ride on the digitalisation wave and start up-skilling, learn and grow themselves to transit to the future job. How you prepare and position yourself for the future could make a great difference.
Slides and content from LinkedIn's TechConnect London event which was held on November 6th 2014 at Ham Yard Hotel, London.
Speakers included:
Bryan Glick, Editor-in-Chief, ComputerWeekly
Sumeet Vermani, Head of Paid and Earned Media, EMEA, Symantec
Nicholas Spyer, Seniore Director and GM EMEA, Social.com
Simon Morris, Director of Demand Marketing, Adobe
The ongoing digital revolution and the rise of the commercial Internet have empowered customers to engage at their convenience with companies across multiple channels. Likewise, contact centers have become multichannel, self-enabling engagement hubs spanning the customer lifecycle – from marketing, to sales, and service. Enterprises that adopt this model will emerge as masters of the customer experience (CX) – driven by three megatrends: systems convergence, intelligent self-service technologies, and zero-UI design thinking.
This document summarizes a presentation about how small and medium enterprises (SMEs) can benefit from open innovation and effective intellectual property (IP) management strategies in the global economy. It discusses how SMEs need to embrace open innovation through collaborations and networking. It also emphasizes the importance of IP as both an asset and a tool to facilitate technology transfers, access new markets, and engage in strategic partnerships. The presentation provides recommendations on IP management tactics for SMEs, such as patent pooling and field-of-use licensing. It argues that SMEs must adopt a culture of open innovation and build global innovation networks to remain competitive.
This document outlines a presentation for the Symposium/ITxpo 2011 conference in Barcelona. It discusses the conference theme of reimagining IT and the CIO role. It provides an overview of the conference agenda and formats, including keynote speakers and sessions. It also discusses the conference audience demographics and Gartner's targeted marketing strategy. Finally, it outlines ways sponsors can support their marketing efforts through co-branded emails and other promotional opportunities with Gartner.
2001 triz and innovation asset managementJupira Silva
This document introduces a framework for Innovation Asset Management (IAM) to help organizations better manage their innovation assets. IAM is presented as a new approach that defines an IT solution for cataloging and leveraging a company's intellectual capital and know-how. The framework identifies key IAM activities like identifying assets, assessing their value in adding opportunities, specifying actions to increase usability and value, and reviewing impacts. IAM is discussed in the contexts of knowledge management, collaborative learning of best practices, and TRIZ for evaluating and transforming assets to generate new knowledge and intellectual property. An IAM system architecture is proposed to integrate these approaches and support the management of an organization's innovation assets over their lifecycle.
Kindly save and view in pptx format only.
This pptx is a representation by Eco Tracksys Ltd India, to share its experience on establishing and placing its idea of RFID based Business & Entrepreneurship in Indian Market.
Learning New Skills for the Digital AgeVincent Lau
Digital transformation is happening everywhere. The rapid speed of technological changes such as digitalisation, automation AI is resulting in skills obsolence and demand for new skill sets at a faster pace than ever before. It is critical that ICT professionals understand what skills they need to ride on the digitalisation wave and start up-skilling, learn and grow themselves to transit to the future job. How you prepare and position yourself for the future could make a great difference.
Slides and content from LinkedIn's TechConnect London event which was held on November 6th 2014 at Ham Yard Hotel, London.
Speakers included:
Bryan Glick, Editor-in-Chief, ComputerWeekly
Sumeet Vermani, Head of Paid and Earned Media, EMEA, Symantec
Nicholas Spyer, Seniore Director and GM EMEA, Social.com
Simon Morris, Director of Demand Marketing, Adobe
The ongoing digital revolution and the rise of the commercial Internet have empowered customers to engage at their convenience with companies across multiple channels. Likewise, contact centers have become multichannel, self-enabling engagement hubs spanning the customer lifecycle – from marketing, to sales, and service. Enterprises that adopt this model will emerge as masters of the customer experience (CX) – driven by three megatrends: systems convergence, intelligent self-service technologies, and zero-UI design thinking.
This document summarizes a presentation about how small and medium enterprises (SMEs) can benefit from open innovation and effective intellectual property (IP) management strategies in the global economy. It discusses how SMEs need to embrace open innovation through collaborations and networking. It also emphasizes the importance of IP as both an asset and a tool to facilitate technology transfers, access new markets, and engage in strategic partnerships. The presentation provides recommendations on IP management tactics for SMEs, such as patent pooling and field-of-use licensing. It argues that SMEs must adopt a culture of open innovation and build global innovation networks to remain competitive.
This document outlines a presentation for the Symposium/ITxpo 2011 conference in Barcelona. It discusses the conference theme of reimagining IT and the CIO role. It provides an overview of the conference agenda and formats, including keynote speakers and sessions. It also discusses the conference audience demographics and Gartner's targeted marketing strategy. Finally, it outlines ways sponsors can support their marketing efforts through co-branded emails and other promotional opportunities with Gartner.
- Managers leading transformational change projects need to be willing to be "politically incorrect" and unreasonable to fully realize the intended benefits of a project.
- Consultants often only deliver 80% of what is needed before the project budget runs out, focusing on tangible early deliverables rather than intangible late-stage work that provides real value.
- The project sponsor needs to push back and demand the full 100% be delivered, even as fatigue sets in, to avoid settling for an adequate rather than exceptional outcome. Being unwilling to compromise is critical to the project's success.
This white paper discusses the need to better link change management and risk management on projects. It argues that change managers are essentially risk managers as their primary role is to mitigate stakeholder-related risks. However, change management plans are often developed separately from risk registers and not aligned. The paper recommends replacing separate change management plans with a revised risk register that becomes the change management plan. This would ensure risk mitigation strategies and change management activities are better integrated and aligned to the project's goals.
This white paper discusses business outcome management, which focuses on the outcomes that companies want to achieve rather than just the initiatives and activities. It emphasizes linking initiatives to outcomes through a two-dimensional mind map. The mind map makes the relationships between initiatives and outcomes explicit and helps management teams establish a common purpose. The paper also describes a four-part workshop process used to develop a business outcomes roadmap by identifying the desired outcomes, current issues, sub-outcomes, and initiatives required to achieve the outcomes.
This white paper discusses developing a strategy to grow shareholder wealth. It identifies the four primary drivers of organizational value as profitability, productivity, cash flow, and strategic growth. The paper focuses on differentiation, which is improving returns in an existing market rather than diversification into new markets. It discusses positioning products in terms of degree of differentiation and cost leadership to maximize both margin and sales volume. Productivity is also key and is measured by the input-output ratio of a company's assets. The overall strategy presented is to understand markets, customer demand, and how to improve return on capital employed through differentiation, profitability and productivity.
1) The document discusses helping a colleague clarify his business ideas by drawing out the business processes and following the flow of money. This revealed flaws in the initial mental model and resolved blocks.
2) It notes managers are often reluctant to engage with business details, but that understanding processes, their relationships, and money flows is important for insights like gaps in revenue generation.
3) A sample process map is shown and explained to illustrate how understanding relationships between processes provides more value than individual maps. This level of detail is needed to properly design shared services and service level agreements.
Protection by Occupation: An everyone wins solution - Damian Woods, Regional ...fhanley
The document discusses Camelot, a company that provides a live-in guardian solution to protect vacant properties. Camelot recruits guardians to permanently occupy vacant properties in order to deter vandalism and maintain the property's value. The guardians act as "eyes and ears" for the property owners. Camelot handles intake processes like evaluating properties, installing facilities, and screening guardians. They provide a legal structure and agreements to allow guardians to temporarily live in the properties without obtaining tenant rights. Examples of different types of properties protected by Camelot guardians are also provided, along with estimated costs savings compared to leaving properties vacant.
- The client had a 200-page booklet full of KPIs that were mostly showing problems (red indicators), but nothing was being done to address the issues.
- The purpose of KPIs is to manage behavior - they should measure things that managers can actually change to influence behavior.
- KPIs need to be defined at a micro level so managers and staff understand specifically what needs to change in their behaviors to improve results. Broad KPIs like "increase sales" are not helpful without further definition.
Six foot4 organisational governance white paperGarth Holloway
This white paper discusses organizational governance and the importance of managing both compliance and performance. It defines governance as the proactive management of variance across compliance and business metrics like revenue and costs. While compliance focuses on adhering to policies and regulations, performance refers to meeting operational targets. The paper argues that multiple frameworks are needed to understand various risks, and that a risk manager should own a repository linking frameworks to business processes and control points to help manage complexity. Process managers are responsible for ensuring adherence to applicable compliance requirements.
By going beyond managing processes and finding ways to adapt and enable innovation across the entire business value chain, IT leaders can help their organizations navigate, survive, and thrive in the digital wilderness. Successful digital transformation requires IT leaders to cut down silos between departments, foster collaboration, and create efficiencies for people, processes and technologies to help their organizations adapt to the changing landscape. Now is the time for IT leaders to position themselves as natural leaders to guide their organizations into an uncertain but innovative future.
Friday Solutions Ltd, ITSMFnz2014 Great ExpectationsRobert Lilley
The document discusses the expectations organizations have for IT service management (ITSM) projects. At a strategic level, key expectations include business alignment, adding business value, bringing technology thought leadership, and having an outcome orientation. Operationally, expectations are highest and include improved customer service, asset management, and greater resilience. Users expect the ITSM project to reduce their stress, burnout, and turnaround, while being pragmatic and quick. The document emphasizes that people must be the focus of any ITSM project in order to meet expectations, and that change management and leadership are critical to achieving sustainable change.
To help CIOs become strategic leaders who can drive growth, the article recommends five quick wins:
1. Develop and roll out new strategic technologies like cloud, business intelligence, and ERP systems to future-proof businesses and improve decision-making.
2. Treat data as a strategic asset by implementing robust ERP systems to transform businesses through increased efficiency, analytics, and customer satisfaction.
3. Think about customers and their experiences to align IT with business priorities.
4. Take a collaborative approach to balance innovation with maintaining core systems and infrastructure.
5. Automate processes to free up time for CIOs to focus on strategic goals instead of operational tasks.
The document outlines five quick wins that CIOs can implement to help drive growth within their organizations in a strategic manner. The quick wins are: 1) Develop and roll out new strategic technologies like cloud, business intelligence, and ERP systems. 2) Treat data as a strategic asset by using tools to improve data management and analytics. 3) Think about customers and how technology can address their needs and improve the customer experience. 4) Take a collaborative approach and ensure IT is aligned with business goals. 5) Automate processes through technologies like ERP to increase efficiencies. The document argues that these quick wins can help CIOs demonstrate how IT can create sustainable growth and position themselves as strategic leaders.
The document discusses 10 common myths about digital transformations. Some of the key myths addressed include:
1) Digital transformations are often viewed as externally focused when they also require internal changes.
2) Many see it as a technology change when it is first a strategic and business model change requiring a balance of investments.
3) Speed is important but industrial companies cannot transform at the speed of startups or digital natives.
4) A digital transformation cannot save a business with a broken model and requires cash, resources, and fixing structural issues first.
The author recommends candid discussions to avoid these myths and get started by reinforcing core operations with digital tools while exploring innovations, with the key being careful design
This 3 sentence summary provides the key points from the IBM Global CIO Study executive summary document:
The study interviewed over 2,500 CIOs worldwide to understand how CIOs can make the biggest impact as a member of the senior executive team. Successful CIOs were found to blend the roles of an insightful visionary and able pragmatist, savvy value creator and relentless cost cutter, and collaborative business leader and inspiring IT manager. By balancing these six roles, CIOs can achieve the goals of making innovation real, raising the ROI of IT, and expanding their business impact.
IT governance is becoming increasingly important as businesses rely more on IT and make large investments in IT. While IT provides opportunities, it also involves significant costs and risks. IT governance ensures boards and management properly oversee IT strategy, investments, performance and risks. Surveys show many businesses still do not treat IT as a strategic partner and struggle to measure IT's value. Proper IT governance with board oversight can help businesses better align IT with their objectives and realize more value from their IT investments and capabilities.
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
This chapter discusses offshoring as an ethical issue. It begins by explaining how exporting low-wage jobs to exploit cheaper labor has historically been controversial. However, recently even highly skilled IT jobs have been offshored from the US. Offshoring has aspects of arbitrage, where commodities are bought low and sold high. However, the "commodity" in offshoring is human labor. While arbitrage benefits markets, offshoring raises new ethical problems by taking advantage of lower wages in other countries via technology. When considering offshoring, IT professionals and managers must ensure it provides net benefits for stakeholders while managing risks. Competition is often used to justify offshoring but individuals still have ethical obligations even if
This document discusses the top IT management concerns in Kenya. It identifies several key concerns, including IT strategic alignment, cost reduction, business productivity, business agility, and generating revenue from IT investments. It also notes Africa-specific challenges such as developing IT infrastructure, improving IT governance, and developing IT human resources and skills. The document provides context on the IT management concerns through references and background on the author.
- Managers leading transformational change projects need to be willing to be "politically incorrect" and unreasonable to fully realize the intended benefits of a project.
- Consultants often only deliver 80% of what is needed before the project budget runs out, focusing on tangible early deliverables rather than intangible late-stage work that provides real value.
- The project sponsor needs to push back and demand the full 100% be delivered, even as fatigue sets in, to avoid settling for an adequate rather than exceptional outcome. Being unwilling to compromise is critical to the project's success.
This white paper discusses the need to better link change management and risk management on projects. It argues that change managers are essentially risk managers as their primary role is to mitigate stakeholder-related risks. However, change management plans are often developed separately from risk registers and not aligned. The paper recommends replacing separate change management plans with a revised risk register that becomes the change management plan. This would ensure risk mitigation strategies and change management activities are better integrated and aligned to the project's goals.
This white paper discusses business outcome management, which focuses on the outcomes that companies want to achieve rather than just the initiatives and activities. It emphasizes linking initiatives to outcomes through a two-dimensional mind map. The mind map makes the relationships between initiatives and outcomes explicit and helps management teams establish a common purpose. The paper also describes a four-part workshop process used to develop a business outcomes roadmap by identifying the desired outcomes, current issues, sub-outcomes, and initiatives required to achieve the outcomes.
This white paper discusses developing a strategy to grow shareholder wealth. It identifies the four primary drivers of organizational value as profitability, productivity, cash flow, and strategic growth. The paper focuses on differentiation, which is improving returns in an existing market rather than diversification into new markets. It discusses positioning products in terms of degree of differentiation and cost leadership to maximize both margin and sales volume. Productivity is also key and is measured by the input-output ratio of a company's assets. The overall strategy presented is to understand markets, customer demand, and how to improve return on capital employed through differentiation, profitability and productivity.
1) The document discusses helping a colleague clarify his business ideas by drawing out the business processes and following the flow of money. This revealed flaws in the initial mental model and resolved blocks.
2) It notes managers are often reluctant to engage with business details, but that understanding processes, their relationships, and money flows is important for insights like gaps in revenue generation.
3) A sample process map is shown and explained to illustrate how understanding relationships between processes provides more value than individual maps. This level of detail is needed to properly design shared services and service level agreements.
Protection by Occupation: An everyone wins solution - Damian Woods, Regional ...fhanley
The document discusses Camelot, a company that provides a live-in guardian solution to protect vacant properties. Camelot recruits guardians to permanently occupy vacant properties in order to deter vandalism and maintain the property's value. The guardians act as "eyes and ears" for the property owners. Camelot handles intake processes like evaluating properties, installing facilities, and screening guardians. They provide a legal structure and agreements to allow guardians to temporarily live in the properties without obtaining tenant rights. Examples of different types of properties protected by Camelot guardians are also provided, along with estimated costs savings compared to leaving properties vacant.
- The client had a 200-page booklet full of KPIs that were mostly showing problems (red indicators), but nothing was being done to address the issues.
- The purpose of KPIs is to manage behavior - they should measure things that managers can actually change to influence behavior.
- KPIs need to be defined at a micro level so managers and staff understand specifically what needs to change in their behaviors to improve results. Broad KPIs like "increase sales" are not helpful without further definition.
Six foot4 organisational governance white paperGarth Holloway
This white paper discusses organizational governance and the importance of managing both compliance and performance. It defines governance as the proactive management of variance across compliance and business metrics like revenue and costs. While compliance focuses on adhering to policies and regulations, performance refers to meeting operational targets. The paper argues that multiple frameworks are needed to understand various risks, and that a risk manager should own a repository linking frameworks to business processes and control points to help manage complexity. Process managers are responsible for ensuring adherence to applicable compliance requirements.
By going beyond managing processes and finding ways to adapt and enable innovation across the entire business value chain, IT leaders can help their organizations navigate, survive, and thrive in the digital wilderness. Successful digital transformation requires IT leaders to cut down silos between departments, foster collaboration, and create efficiencies for people, processes and technologies to help their organizations adapt to the changing landscape. Now is the time for IT leaders to position themselves as natural leaders to guide their organizations into an uncertain but innovative future.
Friday Solutions Ltd, ITSMFnz2014 Great ExpectationsRobert Lilley
The document discusses the expectations organizations have for IT service management (ITSM) projects. At a strategic level, key expectations include business alignment, adding business value, bringing technology thought leadership, and having an outcome orientation. Operationally, expectations are highest and include improved customer service, asset management, and greater resilience. Users expect the ITSM project to reduce their stress, burnout, and turnaround, while being pragmatic and quick. The document emphasizes that people must be the focus of any ITSM project in order to meet expectations, and that change management and leadership are critical to achieving sustainable change.
To help CIOs become strategic leaders who can drive growth, the article recommends five quick wins:
1. Develop and roll out new strategic technologies like cloud, business intelligence, and ERP systems to future-proof businesses and improve decision-making.
2. Treat data as a strategic asset by implementing robust ERP systems to transform businesses through increased efficiency, analytics, and customer satisfaction.
3. Think about customers and their experiences to align IT with business priorities.
4. Take a collaborative approach to balance innovation with maintaining core systems and infrastructure.
5. Automate processes to free up time for CIOs to focus on strategic goals instead of operational tasks.
The document outlines five quick wins that CIOs can implement to help drive growth within their organizations in a strategic manner. The quick wins are: 1) Develop and roll out new strategic technologies like cloud, business intelligence, and ERP systems. 2) Treat data as a strategic asset by using tools to improve data management and analytics. 3) Think about customers and how technology can address their needs and improve the customer experience. 4) Take a collaborative approach and ensure IT is aligned with business goals. 5) Automate processes through technologies like ERP to increase efficiencies. The document argues that these quick wins can help CIOs demonstrate how IT can create sustainable growth and position themselves as strategic leaders.
The document discusses 10 common myths about digital transformations. Some of the key myths addressed include:
1) Digital transformations are often viewed as externally focused when they also require internal changes.
2) Many see it as a technology change when it is first a strategic and business model change requiring a balance of investments.
3) Speed is important but industrial companies cannot transform at the speed of startups or digital natives.
4) A digital transformation cannot save a business with a broken model and requires cash, resources, and fixing structural issues first.
The author recommends candid discussions to avoid these myths and get started by reinforcing core operations with digital tools while exploring innovations, with the key being careful design
This 3 sentence summary provides the key points from the IBM Global CIO Study executive summary document:
The study interviewed over 2,500 CIOs worldwide to understand how CIOs can make the biggest impact as a member of the senior executive team. Successful CIOs were found to blend the roles of an insightful visionary and able pragmatist, savvy value creator and relentless cost cutter, and collaborative business leader and inspiring IT manager. By balancing these six roles, CIOs can achieve the goals of making innovation real, raising the ROI of IT, and expanding their business impact.
IT governance is becoming increasingly important as businesses rely more on IT and make large investments in IT. While IT provides opportunities, it also involves significant costs and risks. IT governance ensures boards and management properly oversee IT strategy, investments, performance and risks. Surveys show many businesses still do not treat IT as a strategic partner and struggle to measure IT's value. Proper IT governance with board oversight can help businesses better align IT with their objectives and realize more value from their IT investments and capabilities.
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
This chapter discusses offshoring as an ethical issue. It begins by explaining how exporting low-wage jobs to exploit cheaper labor has historically been controversial. However, recently even highly skilled IT jobs have been offshored from the US. Offshoring has aspects of arbitrage, where commodities are bought low and sold high. However, the "commodity" in offshoring is human labor. While arbitrage benefits markets, offshoring raises new ethical problems by taking advantage of lower wages in other countries via technology. When considering offshoring, IT professionals and managers must ensure it provides net benefits for stakeholders while managing risks. Competition is often used to justify offshoring but individuals still have ethical obligations even if
This document discusses the top IT management concerns in Kenya. It identifies several key concerns, including IT strategic alignment, cost reduction, business productivity, business agility, and generating revenue from IT investments. It also notes Africa-specific challenges such as developing IT infrastructure, improving IT governance, and developing IT human resources and skills. The document provides context on the IT management concerns through references and background on the author.
This document summarizes an Economist Intelligence Unit report on IT operating models. It discusses the benefits and drawbacks of centralized and decentralized IT operating models. Many companies are adopting hybrid models that aim to balance centralized control with decentralized innovation and responsiveness. The optimal model depends on a company's structure, priorities, growth strategy, and industry. Flexibility is important, as companies' needs may change over time. The key is aligning IT with business goals and ensuring IT can effectively support the company's objectives.
The white paper discusses five principles for designing global IT infrastructure to support distributed enterprises:
1) Distance doesn't matter - employees expect to collaborate in real-time regardless of location.
2) Applications and data must be available everywhere through consolidation but also decentralized access.
3) Knowledge and data must be easily shared and managed across the enterprise.
4) Business operations must be continuous and resilient to failures or disruptions.
5) All employees, regardless of location, require equal access to applications and resources.
WAN optimization solutions are described as the means to tie together distributed infrastructure by providing LAN-like application performance anywhere through acceleration and scaling capabilities for mobile users, branch offices,
This document summarizes a strategy for developing a capabilities-driven IT strategy to help differentiate a company. It discusses a 4-stage roadmap:
1. Identify the 3-6 distinctive capabilities that are most important to the company's strategy and how IT can better support them.
2. Assess and prioritize current IT projects based on their strategic importance and value potential, categorizing them as "invest to grow", "invest to sustain", "invest to refine", or "invest to keep the lights on".
3. Estimate the benefits, costs, and sequencing of investments needed to achieve strategic goals and close capability gaps.
4. Determine the cultural and governance support required to implement the new
During the 1990s, companies spent large amounts on IT investments without clear business cases. This document discusses managing IT as a business to ensure investments are aligned with business goals and deliver value. It argues the CIO must treat IT as a mainstream business, connect IT to corporate strategy, and focus on customer service, quality and performance. The CIO should also demand business units justify IT needs and pay for resources themselves. By integrating IT strategy with overall business strategy and focusing on profitability drivers, companies can better manage IT as a business.
The document discusses how IT departments are experiencing seismic shifts as technology becomes more decentralized and users demand greater control, noting this has led to the rise of "shadow IT" with users bypassing IT; it then provides 10 new rules for modern IT departments to focus on enabling the business through service, communication, and innovation while embracing these changes.
Similar to Sixfoot4 information management white paper (20)
This document discusses stakeholder management, which is one of the four building blocks of change management. It argues that stakeholder management should be the primary focus and backbone of any change management program. The document recommends conducting a stakeholder impact analysis workshop early on to identify all stakeholders and how they will be impacted. It also provides a simple 2x2 matrix for analyzing stakeholders based on their power and interest in the project, in order to determine the appropriate engagement strategy for each stakeholder group.
This white paper discusses developing an effective business strategy. It emphasizes that management must agree on how they will frame the strategy discussion, as different frames can lead to different assumptions. It also stresses the importance of agreeing on the business's "endgame" or long term goals. The paper provides a process for a strategy workshop, including analyzing internal capabilities and external opportunities/threats. It suggests tools for structuring these analyses and prioritizing the key issues identified. The overall goal is for management to answer questions about the business, their goals, why they will succeed, and how they will achieve and manage success.
This white paper discusses judgement support in decision making. It defines judgement support as providing managers a selection of suitable decisions to choose from for specific circumstances, rather than just providing information to assist in decision making. It argues that providing predefined choices of decisions can accelerate decision making while still maintaining quality. The paper also discusses how judgement support can be applied by providing employees clear parameters for decisions that impact costs and ensuring processes follow predetermined decision points.
This white paper discusses using visual pictures or diagrams to fully understand complex concepts and communicate them effectively. It argues that drawing a picture forces one to summarize their thinking in a static visual, demonstrating a deep understanding of the topic. The paper provides examples of diagrams created by the author to illustrate business strategy and architecture. It recommends starting with a detailed diagram, then summarizing the concepts into progressively smaller diagrams to fully internalize the information before being able to discuss it fluently.
1. The document discusses using surveys to measure and drive organizational change.
2. It emphasizes defining concepts clearly and breaking them into specific measurable parts to get useful insights from surveys.
3. An example survey on information quality is provided that measures completeness on a 8-point scale, showing both current and ideal positions to identify gaps where change is needed.
1) Leading large projects within a company can expose managers to inadequacies of senior leadership and the inner workings of the organization in a way that makes it difficult to return to their previous role.
2) When projects end, both managers and other staff involved may experience "mourning" over the loss of the intense project environment and camaraderie, making it important to help them transition back to regular roles.
3) Companies should plan new roles for managers exiting projects that build on skills gained and help staff feel recognized for their contributions to mitigate feelings of isolation that could reduce engagement.
The document provides guidance on how to prepare for and conduct a business process reengineering (BPR) workshop and program. It describes building context by mapping processes from a macro to micro level. The ideal process mapping captures details like roles, activities, costs, and technology used. During workshops, software should be used to model processes and capture all relevant details to allow for analysis of costs, staffing needs, and improvement opportunities. Analyzing costs and staffing requirements by processing paths allows prioritizing processes for reengineering to reduce costs.
1) The SWOT analysis is commonly used but often results in vague statements that lack context and clear conclusions.
2) To improve the SWOT, it should be overlaid on the company's value chain to identify strengths, weaknesses, opportunities, and threats in each business process area.
3) This provides useful insights into where to apply strengths or address weaknesses, and allows for clear conclusions to be drawn from the analysis.
This document discusses the importance of entrepreneurs taking time to think deeply about their business problems and opportunities. The author's father advised taking baths at night to focus on one's own problems rather than those of one's employer. For internal entrepreneurs still working for a company, "bath time" means stepping back from daily tasks to reflect creatively on how their work contributes to the overall business and find new insights. The document urges internal entrepreneurs to clearly define how their ideas address primary issues, gain support, and market their ideas successfully within the company in order to make a big impact and potentially transition to being a self-employed entrepreneur.
This white paper discusses the phenomenon of "malicious compliance", where an employee follows their manager's instructions to the letter in a deliberately unhelpful or counterproductive way, usually due to past resentment over a reprimand. The paper provides an example of an IT worker who is embarrassed by a public telling-off and then only works strict 9-5 hours. It warns that malicious compliance can sabotage projects and advises managers to have empathetic discussions focusing on outcomes, give clear short instructions, and truly listen to disgruntled employees who may have valid technical concerns.
- The document discusses a change the author's wife implemented at home by moving the cutlery drawer from the top drawer to the second drawer down, which took him a week to accept.
- It then draws a parallel to change management at work, noting that for change to be sustainable, people have to want to change rather than just comply.
- The key is to engage the hearts and minds of employees by addressing what's in it for them and creating an environment where they believe things will improve as a result of the change.
The document discusses best practices for effective change management programs based on the author's experience with a successful change initiative at Mercedes Benz South Africa in the 1990s. Key lessons include dedicating sufficient funds, time, and leadership commitment to the change management program. An effective structure involves four levels: a steering committee, working committee, project teams including a dedicated communications team, and a program office. Change requires engaging stakeholders at both the organizational and individual level.
1) The document discusses the importance of properly aligning risk management plans at the tactical level with the strategic risk frameworks and risk appetite set at the senior management level.
2) It recommends that tactical risk plans start by confirming the company's culture and risk appetite, then identifying risks based on risk tolerances set, rather than starting with identifying risks.
3) Managing risks involves "protecting" the company through self-insuring, transferring risk, or reducing risks, with the approach determined by risk appetite and time horizon. Reducing risks is best done through relating risks to business processes and control points within processes.
This document provides a 7-step methodology for driving change within an organization. The steps include: 1) agreeing on the project plan, scope, and benefits; 2) establishing project governance through committees; 3) determining process metrics; 4) critiquing and improving processes, and installing refined process controls; 5) installing behavioral changes; and 6) driving behavioral change. The methodology emphasizes establishing metrics, quantifying benefits, and changing behaviors through measurements to successfully implement changes.
This white paper discusses the importance of perception in change management. It argues that perception is reality, and that a change manager's role is to shape individual and group perceptions of changes in a positive way. Specifically, it recommends that change managers: 1) Encourage individuals to replace broad, sweeping statements with specific complaints and concerns; 2) Introduce a common vocabulary or lexicon to promote shared understanding; and 3) Use scorecards to shift conversations from subjective perceptions to objective metrics and results. By managing how people express themselves, change managers can help shape more positive perceptions that facilitate change.
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4.
The physical attribute comprises the following elements:
1. Collect; The manner by which information is collected
2. Store; The manner by which information is stored
3. Process; The manner by which information is processed
4. Distribution; The manner by which information is distributed.
By contrast these elements are very tangible and can be addressed directly.
Consider the person who complains to the doctor that they have a headache, runny nose, dizziness
and sore joints. The doctor listens to these symptoms and diagnoses a severe cold. He then asks
what the patient has been doing to make him that sick. ‘Walking in the rain’ is the reply; to which
the doc replies ‘well, stop doing that and you won’t get sick’.
It is a classic case of cause and symptoms. You can’t treat symptoms; you can treat the cause.
The same applies to information. The quality attributes are the symptoms and the physical attributes
are the cause. You cannot change a quality attribute directly, only indirectly through the physical
attributes.
Consider the manager who complains that the information they receive is inaccurate, late and lacks
relevance. To address these weaknesses, the analyst will review how the information is produced to
determine what is causing the information to be late, inaccurate and irrelevant and will make
changes accordingly.
These changes will include changes to what, when and how information is collected, how it is
processed and who it is distributed to. In other words, the changes will be applied to the physical
attributes. By changing the physical attributes you change the quality attributes.
The business community is predominately concerned about the quality attributes. Managers do not
really care how the information is collected, just that it is accurate, accessible and complete (etc).
The quality attributes provide the business requirements, that can only be resolved by the physical
attributes.
Page 4 of 17
14.
The following table is a very simplistic worked example of this concept.
Attribute Completeness
Activity
Process step.
Member details
Name of bank
Example:
BSB
Process
Account
subscriptions
Address
Subs amount
Payment schedule
Authorisation
Timeliness
Subscriptions
are
processed on
a monthly
basis
Accuracy
Financial
figures to
show 2
decimal
points.
Support
Access
Relevance
Membership
system
o internal help
desk
Banking system
o Level 1 support
from internal
help desk
o Level 2 support
from bank help
desk
Remote
Access
Desktop
Finance
Divisional
managers
Case Study #2:
A second example is where we used the attributes as the metrics in a diagnostic to determine the
effectiveness of a recently implemented ERP system.
A survey focused on the business needs not the technology itself. It set out to answer the question:
is the business getting the information it needs to maintain maximum performance?
Page 14 of 17