This document summarizes the findings of a global cloud survey conducted by KPMG. The key findings are:
1) While cost reduction remains an important objective of cloud adoption for many organizations, there is a growing focus on leveraging cloud technologies to drive business transformation and gain competitive advantages.
2) Organizations are realizing that cloud adoption is more complex than initially anticipated and requires transforming business processes to fully realize the benefits. Simultaneous business process redesign is critical.
3) Implementation and integration challenges are among the biggest hurdles to cloud adoption. One third of respondents found implementation costs higher than expected. Process redesign must be considered in cloud budget and timelines.
Utilize the latest industry experience, proven technology and O&M strategies to maximize generation and reduce costs in your wind farm
North America's leading O&M focused conference is back for its fourth year, completely refreshed and re-formatted for total coverage. This is the only forum that will give you the direction and tools you need to build a comprehensive strategy to ensure success in this booming market.
Over 300 senior O&M decision makers will be in attendance to network, do business and exchange the latest industry updates. Our world class agenda will equip you with business critical information:
End of warranty options (EOW) presented: Get the blueprint for end of warranty options whether it's re-entering warranty, using an ISP or performing self service
Retrofit technology & Repowering: Understand the various types of technology available today that can be implemented in your wind operations for maximized generation
Advanced Monitoring Technologies: Data analysis - condition monitoring and SCADA solutions that have not only proof of concept, but proven ROI
Life extension of critical components: Find out what can be done to your current wind farms that will extend their life and see grater ROI on your O&M dollars
Major Part Failure, Upgrading & Repair: Discover the latest R&D that is being undertaken to reduce failure or damage to your rotor, Blade, Generator, Gearboxes, Foundations, Tower
BGE outlines its employee safety program and tools. The safety management toolbox includes elements like management commitment, goal setting, safety observations, and investigations. Some tools have increased in impact since 2001, like safety training now being high impact, while others have decreased, like incentives now low impact. BGE also highlights updates to specific safety programs and practices, including standardizing lessons learned, a ergonomics pilot for field crews, and performance management guidelines regarding safety.
Hurricane Katrina, Sandy and the Boeing Dreamliner!!! PT. 2MpowerGroup
The document discusses Boeing's Dreamliner 787 project and the issues it faced. It outlines that Boeing decided early on to outsource 70% of the plane's manufacturing, which greatly increased the project's complexity and contributed to its 3 year delay. By outsourcing key technologies like wing production to suppliers in Japan, Boeing lost internal know-how and control over the project. The extensive outsourcing exposed Boeing to coordination risks with suppliers and risks from suppliers falling behind and being unable to deliver.
Virtualisation:- Business Continuity Solution or Enablersubtitle
The document discusses virtualization as an enabler for business continuity. It provides an overview of business continuity management (BCM), including definitions, components like people, processes, and premises, and the benefits of virtualization for disaster recovery and improving uptime. The summary emphasizes that while virtualization helps with technology recovery, BCM is broader and aims to demonstrate preparedness to stakeholders through an embedded and tested approach.
Disaster Recovery Special. Learn about:
- Successful DR Planning
- What constitutes a Disaster?
- So Do's and Don'ts of DR Planning
- How managed services can assist with DR planning
2.0 Adoption in the Enterprise - The BeforeSoCo Partners
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
Emerging Demand For Business Project AuditsUNSW Canberra
The document discusses the emerging demand for audits of business projects from boards and senior management. It notes that boards are increasingly interested in improving performance and looking for guidance on IT projects, but often rely too heavily on management and external consultant recommendations without thorough review. Standards for IT project management exist but provide little practical guidance for ensuring projects deliver above-average returns. The document argues that a new standard focusing on evaluating expected benefits, sponsorship, accountability and realizing benefits could help meet the emerging demand for better governance and outcomes from business projects.
The document discusses Boeing's Dreamliner 787 project and the risks associated with extensive outsourcing. It notes that Boeing outsourced 70% of the plane's manufacturing, which greatly increased complexity and contributed to the project being 3 years late. Extensive outsourcing also meant transferring technology and know-how to suppliers in Japan. The document analyzes different risks of large-scale outsourcing, including coordination risks, innovation risks, and the risks of outsourcing key capabilities and losing control over the supply chain.
Utilize the latest industry experience, proven technology and O&M strategies to maximize generation and reduce costs in your wind farm
North America's leading O&M focused conference is back for its fourth year, completely refreshed and re-formatted for total coverage. This is the only forum that will give you the direction and tools you need to build a comprehensive strategy to ensure success in this booming market.
Over 300 senior O&M decision makers will be in attendance to network, do business and exchange the latest industry updates. Our world class agenda will equip you with business critical information:
End of warranty options (EOW) presented: Get the blueprint for end of warranty options whether it's re-entering warranty, using an ISP or performing self service
Retrofit technology & Repowering: Understand the various types of technology available today that can be implemented in your wind operations for maximized generation
Advanced Monitoring Technologies: Data analysis - condition monitoring and SCADA solutions that have not only proof of concept, but proven ROI
Life extension of critical components: Find out what can be done to your current wind farms that will extend their life and see grater ROI on your O&M dollars
Major Part Failure, Upgrading & Repair: Discover the latest R&D that is being undertaken to reduce failure or damage to your rotor, Blade, Generator, Gearboxes, Foundations, Tower
BGE outlines its employee safety program and tools. The safety management toolbox includes elements like management commitment, goal setting, safety observations, and investigations. Some tools have increased in impact since 2001, like safety training now being high impact, while others have decreased, like incentives now low impact. BGE also highlights updates to specific safety programs and practices, including standardizing lessons learned, a ergonomics pilot for field crews, and performance management guidelines regarding safety.
Hurricane Katrina, Sandy and the Boeing Dreamliner!!! PT. 2MpowerGroup
The document discusses Boeing's Dreamliner 787 project and the issues it faced. It outlines that Boeing decided early on to outsource 70% of the plane's manufacturing, which greatly increased the project's complexity and contributed to its 3 year delay. By outsourcing key technologies like wing production to suppliers in Japan, Boeing lost internal know-how and control over the project. The extensive outsourcing exposed Boeing to coordination risks with suppliers and risks from suppliers falling behind and being unable to deliver.
Virtualisation:- Business Continuity Solution or Enablersubtitle
The document discusses virtualization as an enabler for business continuity. It provides an overview of business continuity management (BCM), including definitions, components like people, processes, and premises, and the benefits of virtualization for disaster recovery and improving uptime. The summary emphasizes that while virtualization helps with technology recovery, BCM is broader and aims to demonstrate preparedness to stakeholders through an embedded and tested approach.
Disaster Recovery Special. Learn about:
- Successful DR Planning
- What constitutes a Disaster?
- So Do's and Don'ts of DR Planning
- How managed services can assist with DR planning
2.0 Adoption in the Enterprise - The BeforeSoCo Partners
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
Emerging Demand For Business Project AuditsUNSW Canberra
The document discusses the emerging demand for audits of business projects from boards and senior management. It notes that boards are increasingly interested in improving performance and looking for guidance on IT projects, but often rely too heavily on management and external consultant recommendations without thorough review. Standards for IT project management exist but provide little practical guidance for ensuring projects deliver above-average returns. The document argues that a new standard focusing on evaluating expected benefits, sponsorship, accountability and realizing benefits could help meet the emerging demand for better governance and outcomes from business projects.
The document discusses Boeing's Dreamliner 787 project and the risks associated with extensive outsourcing. It notes that Boeing outsourced 70% of the plane's manufacturing, which greatly increased complexity and contributed to the project being 3 years late. Extensive outsourcing also meant transferring technology and know-how to suppliers in Japan. The document analyzes different risks of large-scale outsourcing, including coordination risks, innovation risks, and the risks of outsourcing key capabilities and losing control over the supply chain.
This document proposes a Combatant Fire Team Leadership refresher and upskilling program delivered by Risk and Emergency. The 7-10 day on-site training program aims to refresh, improve and develop the knowledge and skills of emergency services officers and team leaders. The training will cover topics like incident command, control and planning, resource management, standard operating procedures and post-incident procedures. The goal is to enhance emergency response capabilities and ensure compliance with regulatory and industry standards. Risk and Emergency has expertise in emergency response training and experience working with fire services, mining and other heavy industries.
Stork Asset Performance Solutions provides comprehensive asset optimization solutions through expertise in various domains. They take a holistic approach to addressing clients' challenges in production optimization, cost reduction, compliance, and ensuring professionalism. Stork aims to help clients achieve their ambitions by coordinating knowledge and experience, and providing integrated solutions from concept to implementation. Their global network allows them to standardize asset management for multinational clients.
Information Age of Now: 6 Innovative Approaches that Change The Way Businesse...ibmvietnam
Fundemental rules in business have changed. In the trend of exploding information, outstanding CEOs often consider 6 innovative approaches to bring more revenues to their organization. Those are: Free, Transparency, Networking, Simplicity, Share of time and Less is More.
Best Practice Transfer: An approach to the organizational adoption of best pr...ITSM Academy, Inc.
1. Have organizational cultural issues and the typical resistance to change hampered your implementation of ITIL best practices?
2. Are you looking for a proven, defined approach to implementing best practices that supports ownership, accountability and long term sustainment?
3. Are you a CSI manager looking for a better way to help drive improvement?
Join us as Marty Larsen, Senior Consultant and Engagement Manager for Microsoft discusses Organization Change Management. Marty has learned that the implementation of good practice is really about changing the behavior of the individual in the organization. This webucation shares his experiences and expertise in "making it stick".
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Risk Enterprise Management implemented VMware on NetApp to virtualize their server infrastructure, eliminating 35 physical servers and saving over $120,000 annually in lease and power costs. The new environment accelerated application deployment from 3 weeks to under an hour and improved disaster recovery capabilities. NetApp storage provided high availability, fast backup/recovery, and flexible storage allocation. REM achieved a two-year ROI and eliminated their annual 15-20% rise in IT costs.
Part II - Why-asset-management-system-software-implementations-failTranscendent
The document discusses common reasons why asset management system software implementations fail. It identifies 5 critical points of failure: 1) poorly defined project scope, 2) not prioritizing the most impactful parts of the system, 3) unresponsive technical support, 4) lack of benchmarks, and 5) ineffective training. It stresses the importance of managing expectations, including customer objectives, required customization, and responsibilities of each party. Clear expectations help address many potential points of failure.
"What, Me Worry?": Crisis and Media Training in 30 Slides (or less)Roger Friedensen, APR
This presentation provides a broad overview of how to communicate effectively in a crisis situation to the media and other others. It explores some of the basis tenets of crisis communications and what it takes to be a successful spokesperson for your organization. In particular, it examines the role effective messaging (key messages) plays in an organization's communication with its public via the news media as well as some of the fundamental rules to avoid trashing your reputation.
What's Slowing You Down? Unlocking Strategic Speed in Your Learning OrganizationHuman Capital Media
In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm.
Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp.
Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley
This document summarizes an article from the Engineers Journal about asset management and the BSI PAS 55-2008 specification. It discusses how PAS 55-2008 provides a framework for integrating asset management practices across an organization to optimize performance and costs over the entire lifecycle of assets. The specification is becoming more widely adopted in various industries. While compliance can be challenging, organizations that have implemented PAS 55-2008 report benefits such as 30% lower total asset ownership costs and 25% improved service delivery.
How Cash & Flexibility Are Driving Cloud InvestmentMikhail Demidov
Financial experts estimate companies may be jealously sitting on trillions of dollars in cash, and refusing to spend it. Companies are choosing to avoid large capital intensive investment programmes which incur large, upfront costs. Instead, the more desired spending pattern is to switch to projectssuch as investing in a cloud computing infrastructure which is charged monthly on a per usage basis
1) The document discusses complex project management in three parts - context, the International Council for Complex Project Management (ICCPM), and insights into PM2.0.
2) It notes that the pace and extent of change has increased dramatically, outpacing traditional leadership assumptions.
3) The ICCPM is a not-for-profit organization working to advance knowledge and practice in managing complex projects globally.
Unified Comms Exploring Attitudes Towards Riskrosiegregory
The document discusses risks facing UK businesses and their attitudes towards risk management. Some key findings include:
- 61% of businesses surveyed say they have become more focused on risk in the last three years. However, smaller businesses are less likely to have formal business continuity plans.
- Risks are categorized into two tiers: tier one technology risks like IT and telecom failures, and tier two "talent" and environmental risks. Technology is seen as both a risk and a solution.
- Flexible working enabled by technology is seen as important for retaining employees, though talent risks are still not as high a priority as technology risks for most businesses.
- The closing comments encourage businesses to take a systematic
The document is the inaugural sustainability report from the Toronto-Dominion Centre (TDC). It begins with a message from the General Manager, who discusses how TDC's design philosophy focuses on simplicity and the future. This enables TDC to anticipate changes and reinvent the relationship between buildings and tenants. The manager highlights TDC's commitment to sustainability through initiatives like LEED certification, tenant engagement programs, window retrofits, sub-metering, and deep lake water cooling. The report outlines TDC's sustainable achievements and how the community has positioned itself for future success.
Do you know how much change is occurring in your organization? Can you assess the impact of that change on your people and different stakeholder groups? Do you have the information needed to mitigate risks and burn-out of your people? We can help you get a view of the change occurring across your enterprise with our Enterprise Heat Map solution and tools.
Introduction to RM Workshop Presentation (Dequity Partners)simonffg
This document summarizes a risk management seminar presented by Simon Franklin. The agenda includes an introduction, workshop outline, learning outcomes, discussion and exercises, and questions. The workshop covers governance elements, the risk management process, identifying and assessing risks and controls, emerging software solutions, and hot topics. Attendees will learn practical assistance, understand standards, clarify the risk management process, and gain awareness of risk management tools.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Business Cloud: The State of Play Shifts RapidlyCapgemini
The Cloud has become a set of real practical solutions for organizations today.
From 460 interviews with businesses and IT executives, we explored what the situation is with the users of the Cloud. We outline five key findings and provide recommendations to CIOs to create a successful roadmap to cloud adoption.
The document is a report from a survey of CFOs on their perceptions of cloud computing. The key findings of the survey are:
- Over 30% of CFOs surveyed have already implemented or are considering implementing cloud computing solutions, seeing benefits like reduced upfront costs and increased flexibility. However, security and loss of control were major concerns.
- While CFOs believe cloud computing can offer cost savings, they want issues like security and loss of control to be addressed before fully adopting cloud models.
- Responsibility for cloud adoption is split, with about a third of CFOs seeing it as their role and the majority believing it falls under the CIO's duties.
- There
This document proposes a Combatant Fire Team Leadership refresher and upskilling program delivered by Risk and Emergency. The 7-10 day on-site training program aims to refresh, improve and develop the knowledge and skills of emergency services officers and team leaders. The training will cover topics like incident command, control and planning, resource management, standard operating procedures and post-incident procedures. The goal is to enhance emergency response capabilities and ensure compliance with regulatory and industry standards. Risk and Emergency has expertise in emergency response training and experience working with fire services, mining and other heavy industries.
Stork Asset Performance Solutions provides comprehensive asset optimization solutions through expertise in various domains. They take a holistic approach to addressing clients' challenges in production optimization, cost reduction, compliance, and ensuring professionalism. Stork aims to help clients achieve their ambitions by coordinating knowledge and experience, and providing integrated solutions from concept to implementation. Their global network allows them to standardize asset management for multinational clients.
Information Age of Now: 6 Innovative Approaches that Change The Way Businesse...ibmvietnam
Fundemental rules in business have changed. In the trend of exploding information, outstanding CEOs often consider 6 innovative approaches to bring more revenues to their organization. Those are: Free, Transparency, Networking, Simplicity, Share of time and Less is More.
Best Practice Transfer: An approach to the organizational adoption of best pr...ITSM Academy, Inc.
1. Have organizational cultural issues and the typical resistance to change hampered your implementation of ITIL best practices?
2. Are you looking for a proven, defined approach to implementing best practices that supports ownership, accountability and long term sustainment?
3. Are you a CSI manager looking for a better way to help drive improvement?
Join us as Marty Larsen, Senior Consultant and Engagement Manager for Microsoft discusses Organization Change Management. Marty has learned that the implementation of good practice is really about changing the behavior of the individual in the organization. This webucation shares his experiences and expertise in "making it stick".
This presentation was held at one of our previous Agile Edge Conferences. It analyses how Agile can be introduced to an organisation! Please contact info@valtech.co.uk for information on our next Agile Edge Confererence in January 2012.
Risk Enterprise Management implemented VMware on NetApp to virtualize their server infrastructure, eliminating 35 physical servers and saving over $120,000 annually in lease and power costs. The new environment accelerated application deployment from 3 weeks to under an hour and improved disaster recovery capabilities. NetApp storage provided high availability, fast backup/recovery, and flexible storage allocation. REM achieved a two-year ROI and eliminated their annual 15-20% rise in IT costs.
Part II - Why-asset-management-system-software-implementations-failTranscendent
The document discusses common reasons why asset management system software implementations fail. It identifies 5 critical points of failure: 1) poorly defined project scope, 2) not prioritizing the most impactful parts of the system, 3) unresponsive technical support, 4) lack of benchmarks, and 5) ineffective training. It stresses the importance of managing expectations, including customer objectives, required customization, and responsibilities of each party. Clear expectations help address many potential points of failure.
"What, Me Worry?": Crisis and Media Training in 30 Slides (or less)Roger Friedensen, APR
This presentation provides a broad overview of how to communicate effectively in a crisis situation to the media and other others. It explores some of the basis tenets of crisis communications and what it takes to be a successful spokesperson for your organization. In particular, it examines the role effective messaging (key messages) plays in an organization's communication with its public via the news media as well as some of the fundamental rules to avoid trashing your reputation.
What's Slowing You Down? Unlocking Strategic Speed in Your Learning OrganizationHuman Capital Media
In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm.
Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp.
Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley
This document summarizes an article from the Engineers Journal about asset management and the BSI PAS 55-2008 specification. It discusses how PAS 55-2008 provides a framework for integrating asset management practices across an organization to optimize performance and costs over the entire lifecycle of assets. The specification is becoming more widely adopted in various industries. While compliance can be challenging, organizations that have implemented PAS 55-2008 report benefits such as 30% lower total asset ownership costs and 25% improved service delivery.
How Cash & Flexibility Are Driving Cloud InvestmentMikhail Demidov
Financial experts estimate companies may be jealously sitting on trillions of dollars in cash, and refusing to spend it. Companies are choosing to avoid large capital intensive investment programmes which incur large, upfront costs. Instead, the more desired spending pattern is to switch to projectssuch as investing in a cloud computing infrastructure which is charged monthly on a per usage basis
1) The document discusses complex project management in three parts - context, the International Council for Complex Project Management (ICCPM), and insights into PM2.0.
2) It notes that the pace and extent of change has increased dramatically, outpacing traditional leadership assumptions.
3) The ICCPM is a not-for-profit organization working to advance knowledge and practice in managing complex projects globally.
Unified Comms Exploring Attitudes Towards Riskrosiegregory
The document discusses risks facing UK businesses and their attitudes towards risk management. Some key findings include:
- 61% of businesses surveyed say they have become more focused on risk in the last three years. However, smaller businesses are less likely to have formal business continuity plans.
- Risks are categorized into two tiers: tier one technology risks like IT and telecom failures, and tier two "talent" and environmental risks. Technology is seen as both a risk and a solution.
- Flexible working enabled by technology is seen as important for retaining employees, though talent risks are still not as high a priority as technology risks for most businesses.
- The closing comments encourage businesses to take a systematic
The document is the inaugural sustainability report from the Toronto-Dominion Centre (TDC). It begins with a message from the General Manager, who discusses how TDC's design philosophy focuses on simplicity and the future. This enables TDC to anticipate changes and reinvent the relationship between buildings and tenants. The manager highlights TDC's commitment to sustainability through initiatives like LEED certification, tenant engagement programs, window retrofits, sub-metering, and deep lake water cooling. The report outlines TDC's sustainable achievements and how the community has positioned itself for future success.
Do you know how much change is occurring in your organization? Can you assess the impact of that change on your people and different stakeholder groups? Do you have the information needed to mitigate risks and burn-out of your people? We can help you get a view of the change occurring across your enterprise with our Enterprise Heat Map solution and tools.
Introduction to RM Workshop Presentation (Dequity Partners)simonffg
This document summarizes a risk management seminar presented by Simon Franklin. The agenda includes an introduction, workshop outline, learning outcomes, discussion and exercises, and questions. The workshop covers governance elements, the risk management process, identifying and assessing risks and controls, emerging software solutions, and hot topics. Attendees will learn practical assistance, understand standards, clarify the risk management process, and gain awareness of risk management tools.
This document summarizes an organization called Changefirst that provides change management consulting and training. It discusses Changefirst's People Centred Implementation methodology for helping organizations implement projects effectively by engaging people and building skills to adapt to changes. The methodology involves six critical success factors including shared change purpose, effective change leadership, powerful engagement processes, and sustained commitment. Changefirst trains over 12,000 people annually and provides tools and resources to close the "value gap" often seen between planned benefits and actual benefits realized in change initiatives.
Business Cloud: The State of Play Shifts RapidlyCapgemini
The Cloud has become a set of real practical solutions for organizations today.
From 460 interviews with businesses and IT executives, we explored what the situation is with the users of the Cloud. We outline five key findings and provide recommendations to CIOs to create a successful roadmap to cloud adoption.
The document is a report from a survey of CFOs on their perceptions of cloud computing. The key findings of the survey are:
- Over 30% of CFOs surveyed have already implemented or are considering implementing cloud computing solutions, seeing benefits like reduced upfront costs and increased flexibility. However, security and loss of control were major concerns.
- While CFOs believe cloud computing can offer cost savings, they want issues like security and loss of control to be addressed before fully adopting cloud models.
- Responsibility for cloud adoption is split, with about a third of CFOs seeing it as their role and the majority believing it falls under the CIO's duties.
- There
The document is a report on a survey of CFOs and senior finance professionals regarding their perceptions of cloud computing. Some key findings of the survey include:
- Over 30% of respondents are already using or considering using cloud computing, seeing benefits like reduced upfront costs, increased flexibility, and competitive advantage. However, security and compliance concerns remain an impediment.
- While cloud computing can offer savings and process flexibility, CFOs need to be convinced it is proven and addresses issues like security, compliance, and loss of control.
- Responsibility for implementing cloud solutions is seen as both the CFO's role for costs and the CIO's role for technology. More education is needed on cloud
Procurement Benchmarking Survey 2012 Main Report The Power Of Procurementalaindhoe
The findings from the survey indicate that, although most procurement functions have made significant progress in terms of creating value for their organizations, over the past few years, momentum has stagnated somewhat. In large part, this is because much of the ‘low hanging fruit’ has already been harvested in terms of cost savings, leverage and price. In order to enhance the value delivered, Procurement functions will need to stretch to identify broader opportunities and take on a more strategic role.
The document discusses strategic CFOs embracing cloud computing. It notes that CFOs recognize the strategic benefits of the cloud for quickly upgrading applications and delivering new capabilities. While the cloud provides cost savings and flexibility, obstacles to adoption include concerns about niche vendors and "siloed" applications that are not integrated. Going beyond basic cloud usage, the document discusses leveraging new applications developed for the cloud like enterprise social media and mobile computing. Managing the transition between on-premise and cloud systems will be an ongoing challenge for organizations.
- Wipro helps customers innovate to differentiate themselves and address challenges like talent shortages, rising costs, and regulatory changes.
- Wipro has helped customers create innovative solutions like the world's smallest dishwasher and tools to reduce energy footprint and costs.
- Wipro promotes business agility for customers through variabilization, enabling flexible scaling of IT resources on demand through cloud computing and pay-per-use models. This allows customers to optimize costs and drive efficiency.
According to a Duke University survey, this year 54% of outsourcing users will push their providers to adopt more efficient processes in order to reduce costs. Some companies are getting their outsourcing providers to finance project investment costs in return for long-term contracts of 7-10 years. Egypt, Nicaragua, and Sri Lanka are seen as lower-cost locations that are attracting the next wave of outsourcing.
Global Cloud Transformation: Setting the Stage for SuccessBluewolf
Making a strategic move to the cloud means
companies need to be prepared for a new
way of thinking and operating. Moving to
the cloud isn’t—and shouldn’t be—business
as usual. It’s a switch that demands fresh
attitudes in defining what an implementation
is and a completely new way of working. A
global cloud transformation can be complex
and overwhelming for a company that is not
adequately prepared. To achieve success, it is
imperative that the technology aligns with both
a clear executive vision and crucial business
processes. Equally as important, the company
needs to commit to a change strategy
that enables everyone, from executives to
individual users, to engage the new system and
understand its role within the organization.
This document discusses how organizations can maximize benefits and avoid pitfalls when moving infrastructure to the cloud. It outlines significant cost savings from cloud computing through economies of scale and shifting from capital to operating expenses. However, it cautions that proper vendor selection is important to realize these savings given the many options available. It emphasizes assessing individual providers' billing capabilities, costs, performance and support to ensure security, compliance and open standards.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
Newcastel International Airport It Strategymichaelking
Newcastle International Airport underwent major changes that required updating its outdated IT systems. An IT strategy review identified the need for (1) upgraded hardware and infrastructure, (2) new accounting, asset management, and flight information systems, and (3) revised management information systems. This project aims to improve collaboration, reduce costs, eliminate manual data work, and provide better management information and decision making support through a multi-year upgrade of the airport's IT systems and infrastructure.
Simply Business Cloud, asserts that:
- Businesses like the Cloud because it delivers
- A new Cloud benchmark has evolved
- Businesses are taking a step-by-step adoption approach to Cloud maturity
- Cloud is now the default for powering new business solutions
Click to Cloud Case Study featuring Rookie RecruitsSamantha Hills
1. Rookie Recruits is a recruitment company that offers mentoring programs for candidates. They needed a cloud-based solution to manage recruitment and coaching.
2. People Cloud provided a customizable platform that improved productivity by streamlining workflows and allowing the company to focus on revenue-generating activities.
3. Reporting capabilities transformed the business by providing single-view management reports that increased insight and responsiveness.
Why deploy business in the cloud? What part and form of the business? and How? Business investment assumes that the answers will line up to allow a return. Lack of alignment will certainly dis-allow it.
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSoneraCapgemini
TeliaSonera and Capgemini are collaborating to implement a cloud-based Salesforce solution to address TeliaSonera's business challenges of separate organizations, processes, and lack of full customer overview. Capgemini will draw on its experience implementing similar solutions for billing, operations, and support systems. The collaboration aims to harmonize processes based on best practices through workshops and agile development. The solution will integrate legacy systems and involve key stakeholders throughout implementation and after go-live to ensure adoption and knowledge transfer.
The current economic climate, with its increased level of competition, market consolidations, offshoring, and outsourcing landscape shifts, as well as disruptive technologies and increased regulations, is imposing enormous pressure on insurance firms.
Now more than ever, the insurance business demands major cost reductions, increased speed to market and the need to mitigate delivery risk
Process Excellence At Credit Agricole Corporate & Investment Bank Case StudyNat Evans
Credit Agricole Corporate & Investment Bank launched a Lean Six Sigma initiative to improve efficiency. They identified the Cash Payments process as an opportunity, as it was high volume with low revenues. They applied Lean Six Sigma tools to redesign the front-to-back process and organizational structure, reducing non-value-added activities. This resulted in over 10% productivity gains through realigning roles, reducing manual work, and improving client focus. Key success factors included cross-functional participation and validating solutions with operational staff.
IDC Energy Insights - Enterprise Risk ManagementFindWhitePapers
Operational risk management is a rising priority for companies in asset-intensive industry segments. Disparate and disconnected efforts in safety, environmental compliance, and asset utilization at the individual facility are converging to provide better enterprise-wide control and management accountability. Companies that make substantial efforts today will not only improve risk mitigation but create an enduring competitive advantage.
Cloud computing has come of age. Though it started out as an idea, cloud computing has now outgrown its initial premise. Infrastructure scalability, virtualization-led savings, faster development cycles, and private cloud-driven efficiency are only a part of what the cloud can offer to enterprises, and there is the promise of more to come.
The most important factor in determining whether an acquisition becomes successful or not, is how well the post-merger integration is done. The post-merger integration takes many times the effort of closing the deal, but is a lot less glamorous and often shortchanged. This presentation will provide some guidelines for an effective integration, such as having a single integration leader and open communication and will highlight potential pitfalls to avoid such as believing the sales force can easily represent both product lines. The integration involves not just combining the two companies but also finding better ways to run the combined business. The business improvements can often be as large as the synergies.