This document summarizes a business case for strategy management solutions. It finds that strategy management solutions are a priority investment that can help companies effectively define objectives, associated indicators, and the strategies required to meet objectives. It lists benefits for both business and IT processes. The document then provides context by distinguishing strategy management solutions from other types of solutions like investment portfolio management, data integration, risk management, business intelligence, and predictive analysis.
The document outlines four pillars of portfolio management: fit to portfolio strategy, financial benefits, exploiting product platforms, and competitive response assessment. It discusses assessing new product investments, periodically reviewing current product performance, and product lifecycle management to focus IT resources on strategic areas, develop a 24-month roadmap, and maximize factory capacity utilization.
The document provides an overview and discussion of new product development and project management life cycle models. It begins with clarifying terminology for product management, project management, and program management. It then discusses traditional NPD and project management models like the stage-gate process and waterfall model. The document aims to discuss best practice approaches to innovation and accelerated time to market through integrated life cycle models.
The document discusses various strategies related to innovation and new product development. It defines key concepts like corporate strategy, business strategy, innovation strategy, and new product strategy. It describes different types of new product strategies, such as Miles and Snow's prospectors, analyzers, defenders, and reactors typology as well as Cooper's types A through E. The document also discusses how to define strategic arenas of focus, including by markets, product types, and technologies. Finally, it provides references for further reading on new product management strategies.
Beyond Projects: Creating A Winning Product Portfolio by Walter Sun at SVPMA Monthly Event May 2011
Go to link below for notes from this event
http://svpma.org/2011/07/may-2011-event/
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
This document outlines an agenda for a presentation on writing an effective commercialization plan for SBIR grants. It discusses key sections to include, such as market need, project outcomes, industry overview, and management team. Common pitfalls are described, like unrealistic market size projections or focusing only on technology. The presentation emphasizes showing customer demand, a strong team capable of execution, and high growth potential. It also covers optics like using bold headings and data tables to clearly convey information.
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
The document outlines four pillars of portfolio management: fit to portfolio strategy, financial benefits, exploiting product platforms, and competitive response assessment. It discusses assessing new product investments, periodically reviewing current product performance, and product lifecycle management to focus IT resources on strategic areas, develop a 24-month roadmap, and maximize factory capacity utilization.
The document provides an overview and discussion of new product development and project management life cycle models. It begins with clarifying terminology for product management, project management, and program management. It then discusses traditional NPD and project management models like the stage-gate process and waterfall model. The document aims to discuss best practice approaches to innovation and accelerated time to market through integrated life cycle models.
The document discusses various strategies related to innovation and new product development. It defines key concepts like corporate strategy, business strategy, innovation strategy, and new product strategy. It describes different types of new product strategies, such as Miles and Snow's prospectors, analyzers, defenders, and reactors typology as well as Cooper's types A through E. The document also discusses how to define strategic arenas of focus, including by markets, product types, and technologies. Finally, it provides references for further reading on new product management strategies.
Beyond Projects: Creating A Winning Product Portfolio by Walter Sun at SVPMA Monthly Event May 2011
Go to link below for notes from this event
http://svpma.org/2011/07/may-2011-event/
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
This document outlines an agenda for a presentation on writing an effective commercialization plan for SBIR grants. It discusses key sections to include, such as market need, project outcomes, industry overview, and management team. Common pitfalls are described, like unrealistic market size projections or focusing only on technology. The presentation emphasizes showing customer demand, a strong team capable of execution, and high growth potential. It also covers optics like using bold headings and data tables to clearly convey information.
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
Leardon Solutions Product Development and Commercialization Lifecycleleardonsolutions
This presentation describes the detailed activities for each phase and checkpoint in Leardon Solutions' Product Development and Commercialization Lifecycle.
Denis Gallant is a product innovation consultant who provides advanced product planning expertise to help clients stay ahead in competitive markets. His services include market, product, and technology analysis as well as assistance with funding programs, intellectual property, business models, and more. Gallant has over 25 years of industry experience in new product development. He works flexibly with client teams and offers continuity. Outsourcing certain product planning projects to an expert like Gallant can help companies focus internal resources while gaining an independent perspective.
This presentation will discuss how you can develop your product market strategy to align with corporate operational objectives to drive meaningful development while demonstrating investment value and alignment.
This document provides an overview of a presentation on delivering competitive exports when exchange rates are equal between currencies. It discusses idea generation and product development processes. It emphasizes strategic alignment of business priorities with opportunities through identifying customer needs and formulating strategies. A product-market matrix outlines different strategies like market penetration, development, product development, and diversification. Effective project management is key to avoiding downward spirals from issues like poor prioritization. A phase-gate product development process and portfolio management are presented as tools to manage projects and resources effectively.
The document discusses a robotics company's business model, segments, position in the industry, and factors for its past success. It then considers where the company wants to be in the future, including overall and specific objectives. It analyzes challenges the company faces, provides a winning formula framework, and makes recommendations around core growth options, strategic bets, talent management, and strategic alliances.
The document outlines a 5-stage product development process: 1) Concept, 2) Research, 3) Analysis, 4) Develop, and 5) Launch. Each stage involves description of activities, key deliverables, checkpoints to review deliverables and make go/no-go decisions on whether to proceed to the next stage, incubate the idea further, or kill the idea. The process aims to take a new product idea from initial concept through to market launch.
Framing is a critical piece in ensuring the right segments and needs are being satisfied. This white paper explores our technique to identify and organize around such.
This document discusses applying lean principles to new product introduction processes. It provides background on the origins of lean thinking at Toyota in the 1940s-1960s. Lean principles for manufacturing like specifying value, identifying waste, and making the value flow are also applicable to product development. The document presents a case study of applying single-piece flow to reduce lead times at Weston Aerospace. It concludes that while lean has focused on reducing waste in manufacturing, development teams must also focus on identifying and enhancing value to customers.
Concept to commercialization document gives an insight into the basic prerequisites of the technical & commercial process being followed at Stabicon. Its key input includes various segments of unmet needs in the Quality Management and address development, Analytical and services and innovation technology. Also a simplified business model along with our concept to completion laboratory design gives Stabicon additional efficiency & viability to our clients.
Stage-Gate success: How the social web drives product developmentNetworked Insights
Social data is becoming increasingly important in the new product development processes of many companies. In particular, manufacturers are tapping into social conversations as they explore new product ideas in order to learn what consumers are interested in and talking about. Later, when launch is imminent, social channels are becoming a key factor in setting media and advertising strategies.
Galleon Blue identifies three common mistakes companies make in product portfolio management: lack of strategic direction, an imbalance between short and long term projects, and functional silo mentalities. They provide a tool called Attribute Vector Analysis to help companies set strategic direction by focusing on customer attributes. Galleon Blue also recommends balancing short term updates, line extensions, and long term breakthrough innovations. They emphasize cross-functional collaboration early in the development process.
The total productivity and partial productivity measures for labour, capital and raw materials have decreased from 2002 to 2003. This indicates that the company's overall efficiency and utilization of resources have reduced over the years. The company needs to focus on improving its operations to enhance productivity.
G7 Diagnostics is launching SaphvidTM, a new product for early detection of pre-eclampsia, and has outlined their marketing plan to ensure sales and create a positive perspective. Their plan includes analyzing the market and customer needs, positioning SaphvidTM as reliable and easy-to-use, and implementing strategies like press releases, clinical studies, conferences and awareness campaigns. They will target obstetricians, midwives and pregnant women in the UK initially and look to expand globally by identifying international distributors and obtaining necessary regulatory approvals. The marketing budget is estimated to be over £153,000 over the next year.
New Product Development Tools and Techniques SurveyDayu Tony Jin
This is the questionnaire that I developed for one of my market research research project. Various techniques have been incorporated to improve response rate. For details, please visit: http://servicesresearch.blogspot.sg/2010/10/research-methogology-course-summary-2.html
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
I've been involved in new product development (NPD) in one form or other my entire career and maintain a strong passion for creating and delivering innovative money-making new products to the market. Over the years I’ve had the opportunity to learn what works and what doesn’t at a variety of companies. My journey started at Motorola, was refined at Cypress Semiconductor, and subsequently put to test at a variety of companies after that. These set of notes is a high-level distillation of that learning. While most of my direct experience is in semiconductors, based on what I’ve seen the lessons can be applied in a wide variety of industries. For those interested in additional details of project management or problem solving refer to those respective workshop notes on Slideshare.
Michael McNamara offers consulting services to help clients in the pharmaceutical, biotechnology, medical device, and life sciences industries successfully innovate. His services include developing strategies for product innovation, commercialization, outsourcing, regulatory approval, and accessing funding. With over 25 years of experience in these industries, he helps clients efficiently translate ideas into profitable products and maximize returns through innovation.
This document summarizes key points about credit card issuer fraud management from a report by Mercator Advisory Group. It finds that while direct credit card fraud losses for issuers have remained relatively stable at around $1 billion annually, total costs of fraud related to credit cards in the US may exceed $16 billion once indirect costs are accounted for. Purposeful data breaches that steal payment card information present ongoing challenges as they fuel a black market for stolen card data. While enterprise fraud management solutions aim to address fraud across multiple products, organizational barriers remain for issuers in implementing more holistic fraud prevention strategies.
Idc Worldwide Business Intelligence Tools 2008 Vendor SharesCezar Cursaru
The document provides an excerpt from an IDC report on the worldwide business intelligence tools market in 2008.
It discusses key trends in the market including continued spending by organizations of all sizes, stronger growth in advanced analytics vs query/reporting, and the evolving definition of BI software. It provides revenue and market share data for 2008 and growth rates for 2006-2008 for major vendors like SAP, SAS, IBM, Oracle and Microsoft. Specialty vendors still occupy 30% of the market.
Leardon Solutions Product Development and Commercialization Lifecycleleardonsolutions
This presentation describes the detailed activities for each phase and checkpoint in Leardon Solutions' Product Development and Commercialization Lifecycle.
Denis Gallant is a product innovation consultant who provides advanced product planning expertise to help clients stay ahead in competitive markets. His services include market, product, and technology analysis as well as assistance with funding programs, intellectual property, business models, and more. Gallant has over 25 years of industry experience in new product development. He works flexibly with client teams and offers continuity. Outsourcing certain product planning projects to an expert like Gallant can help companies focus internal resources while gaining an independent perspective.
This presentation will discuss how you can develop your product market strategy to align with corporate operational objectives to drive meaningful development while demonstrating investment value and alignment.
This document provides an overview of a presentation on delivering competitive exports when exchange rates are equal between currencies. It discusses idea generation and product development processes. It emphasizes strategic alignment of business priorities with opportunities through identifying customer needs and formulating strategies. A product-market matrix outlines different strategies like market penetration, development, product development, and diversification. Effective project management is key to avoiding downward spirals from issues like poor prioritization. A phase-gate product development process and portfolio management are presented as tools to manage projects and resources effectively.
The document discusses a robotics company's business model, segments, position in the industry, and factors for its past success. It then considers where the company wants to be in the future, including overall and specific objectives. It analyzes challenges the company faces, provides a winning formula framework, and makes recommendations around core growth options, strategic bets, talent management, and strategic alliances.
The document outlines a 5-stage product development process: 1) Concept, 2) Research, 3) Analysis, 4) Develop, and 5) Launch. Each stage involves description of activities, key deliverables, checkpoints to review deliverables and make go/no-go decisions on whether to proceed to the next stage, incubate the idea further, or kill the idea. The process aims to take a new product idea from initial concept through to market launch.
Framing is a critical piece in ensuring the right segments and needs are being satisfied. This white paper explores our technique to identify and organize around such.
This document discusses applying lean principles to new product introduction processes. It provides background on the origins of lean thinking at Toyota in the 1940s-1960s. Lean principles for manufacturing like specifying value, identifying waste, and making the value flow are also applicable to product development. The document presents a case study of applying single-piece flow to reduce lead times at Weston Aerospace. It concludes that while lean has focused on reducing waste in manufacturing, development teams must also focus on identifying and enhancing value to customers.
Concept to commercialization document gives an insight into the basic prerequisites of the technical & commercial process being followed at Stabicon. Its key input includes various segments of unmet needs in the Quality Management and address development, Analytical and services and innovation technology. Also a simplified business model along with our concept to completion laboratory design gives Stabicon additional efficiency & viability to our clients.
Stage-Gate success: How the social web drives product developmentNetworked Insights
Social data is becoming increasingly important in the new product development processes of many companies. In particular, manufacturers are tapping into social conversations as they explore new product ideas in order to learn what consumers are interested in and talking about. Later, when launch is imminent, social channels are becoming a key factor in setting media and advertising strategies.
Galleon Blue identifies three common mistakes companies make in product portfolio management: lack of strategic direction, an imbalance between short and long term projects, and functional silo mentalities. They provide a tool called Attribute Vector Analysis to help companies set strategic direction by focusing on customer attributes. Galleon Blue also recommends balancing short term updates, line extensions, and long term breakthrough innovations. They emphasize cross-functional collaboration early in the development process.
The total productivity and partial productivity measures for labour, capital and raw materials have decreased from 2002 to 2003. This indicates that the company's overall efficiency and utilization of resources have reduced over the years. The company needs to focus on improving its operations to enhance productivity.
G7 Diagnostics is launching SaphvidTM, a new product for early detection of pre-eclampsia, and has outlined their marketing plan to ensure sales and create a positive perspective. Their plan includes analyzing the market and customer needs, positioning SaphvidTM as reliable and easy-to-use, and implementing strategies like press releases, clinical studies, conferences and awareness campaigns. They will target obstetricians, midwives and pregnant women in the UK initially and look to expand globally by identifying international distributors and obtaining necessary regulatory approvals. The marketing budget is estimated to be over £153,000 over the next year.
New Product Development Tools and Techniques SurveyDayu Tony Jin
This is the questionnaire that I developed for one of my market research research project. Various techniques have been incorporated to improve response rate. For details, please visit: http://servicesresearch.blogspot.sg/2010/10/research-methogology-course-summary-2.html
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
I've been involved in new product development (NPD) in one form or other my entire career and maintain a strong passion for creating and delivering innovative money-making new products to the market. Over the years I’ve had the opportunity to learn what works and what doesn’t at a variety of companies. My journey started at Motorola, was refined at Cypress Semiconductor, and subsequently put to test at a variety of companies after that. These set of notes is a high-level distillation of that learning. While most of my direct experience is in semiconductors, based on what I’ve seen the lessons can be applied in a wide variety of industries. For those interested in additional details of project management or problem solving refer to those respective workshop notes on Slideshare.
Michael McNamara offers consulting services to help clients in the pharmaceutical, biotechnology, medical device, and life sciences industries successfully innovate. His services include developing strategies for product innovation, commercialization, outsourcing, regulatory approval, and accessing funding. With over 25 years of experience in these industries, he helps clients efficiently translate ideas into profitable products and maximize returns through innovation.
This document summarizes key points about credit card issuer fraud management from a report by Mercator Advisory Group. It finds that while direct credit card fraud losses for issuers have remained relatively stable at around $1 billion annually, total costs of fraud related to credit cards in the US may exceed $16 billion once indirect costs are accounted for. Purposeful data breaches that steal payment card information present ongoing challenges as they fuel a black market for stolen card data. While enterprise fraud management solutions aim to address fraud across multiple products, organizational barriers remain for issuers in implementing more holistic fraud prevention strategies.
Idc Worldwide Business Intelligence Tools 2008 Vendor SharesCezar Cursaru
The document provides an excerpt from an IDC report on the worldwide business intelligence tools market in 2008.
It discusses key trends in the market including continued spending by organizations of all sizes, stronger growth in advanced analytics vs query/reporting, and the evolving definition of BI software. It provides revenue and market share data for 2008 and growth rates for 2006-2008 for major vendors like SAP, SAS, IBM, Oracle and Microsoft. Specialty vendors still occupy 30% of the market.
NICE Actimize launched its anti-money laundering cloud solution on AWS in response to the unique needs of Financial Services institutions. In this presentation, Marketing VP Joram Borenstein describes complex regulatory requirements and increasingly sophisticated means through which AML perpetrators are committing financial-based crimes. The AWS cloud has provided NICE Actimize’s solution with the agility to adapt to this ever evolving environment and protect organizations from suspicious activity.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
The Management Consulting Toolkit_ Fifty of the most versatile an.pdfssuserc31980
This document provides a management consulting toolkit containing 50 tools used by consultants for business analysis and transformation. The toolkit covers key areas like business performance analysis, future state design, transformation planning and execution, project management, change management, and team management. The introduction explains that the tools have proven useful and are intended to help practitioners. The remainder of the document lists and provides brief overviews of each of the 50 individual tools contained in the toolkit.
Proven and Successful Value Management ApproachesWilliam Newman
This document discusses an approach to portfolio and program management called Business Transformation Management Methodology (BTM2). It outlines some key challenges with traditional value management approaches, such as differences between expected and realized value. BTM2 provides a holistic framework that addresses the full lifecycle from planning to benefits realization. The presentation provides examples of how to map value drivers to key performance indicators and process changes to effectively capture value.
The Total Economic Impact Of An Innovation Program Driven by SpigitAJ Kennedy
Spigit provides enterprise innovation software and support services that help its customers stand up and manage enterprise innovation programs. Spigit commissioned Forrester Consulting to conduct a Total Economic ImpactTM (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying its platform and leveraging its implementation, training, and strategy services as part of a broader innovation program. The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of an innovation program with Spigit as its foundation.
Crafting a Winning Product Innovation Strategy | Eninracseoeninrac
Elevate Your Product Innovation Strategy. We specialize in systematically identifying unmet customer needs and targeting growth opportunities in your market.
Ivan Ginsberg built a successful career in the financial services industry, working at Liberty Life for 18 years and establishing his own financial services company. He developed skills in manufacturing and financial services that he uses to benefit industries. Ivan created Living Wealth in 2008 based on principles from Swedish and international sustainability models. Living Wealth provides cost-effective tools and training for companies to improve their bottom line while achieving environmental goals through efficient resource management and implementation of sustainable strategies. The methodology streamlines costs while creating comparable environmental savings without being cumbersome to apply.
The document discusses the balanced scorecard, a management tool that provides stakeholders with a comprehensive measure of an organization's progress toward strategic goals. It balances financial and non-financial measures across short and long-term perspectives. The balanced scorecard translates strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It helps communicate and align strategic initiatives while providing feedback for strategic learning.
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
Strategic analysis & planning for NGOs englregiosuisse
This document discusses strategic planning and analysis for non-governmental organizations (NGOs). It provides frameworks and questions to evaluate an NGO's current performance, strategy, and environment to determine if the strategy needs to be updated. The key elements discussed include evaluating strengths/weaknesses, goals, product/market focus, competitive advantages, organizational capabilities, and consistency with the mission and vision. A series of questions are provided to guide assessing various components of the strategy and determining what changes may be needed.
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
The key to successful Digital TransformationMegan Hunter
The document discusses key factors for successful business transformation:
1. Having the right team, including roles like a Business Project Manager, Transformation Lead, Lead Business Analyst, and Lead Solutions Architect.
2. Securing talent either internally or through partnerships if needed skills are not available internally.
3. Adopting solutions with minimal customization ("adopt, don't adapt") and having strong governance through a steering board to challenge customization requests.
This document summarizes a post-implementation review of a business process improvement project conducted through a questionnaire. The questionnaire covered various aspects of the project including scope, business drivers, value, measures, governance, approach, implementation, risk, results, and use of ERP systems. The review aimed to understand how well goals were achieved and lessons learned from the project.
Vodafone Group uses a balanced scorecard approach to manage performance across financial and non-financial perspectives. It has four main strategies: drive operational performance to enhance customer value; pursue growth in mobile data, broadband, and enterprise services; execute in emerging markets through low-cost offerings; and strengthen capital discipline to drive shareholder returns through cost efficiency programs. Key performance indicators are tracked across four perspectives: customer, financial, internal processes, and learning/growth. This balanced approach helps Vodafone make strategic decisions and continuously improve performance.
The document discusses business performance optimization and describes the services of AllBItech, a consulting firm that helps businesses achieve performance optimization. AllBItech provides consulting services, IT solutions, and best practices in areas like finance, human resources, procurement, and IT to help clients benchmark performance, identify areas for improvement, and implement best practices. They have experience helping medium and large businesses increase profits through strategies like cost optimization and process improvement.
The document discusses principles of program governance, which focuses on delivering products or services to support revenue growth while reducing costs. Effective program governance transitions organizations from solely focusing on operational effectiveness to also prioritizing strategy. This involves installing strategy, objectives and metrics to manage operations strategically. Drivers for governance include addressing perceived costs, integrating siloed business processes, and increasing visibility of costs and value. The role of governance is to provide strategic leadership, manage from a customer perspective, and reduce alignment, execution and innovation gaps between business units.
Marketing analytics tools helps you to evaluate your business objectives, and analyzing the marketing environment factors that have an impact on the organization.
Application portfolio management (APM) is a framework for managing an organization's software applications. APM provides visibility into all applications, their costs, usage, and business value. This allows managers to make informed decisions about which applications to keep, update, retire, or replace in order to optimize value. Key benefits of APM include cost savings, license optimization, and ensuring applications effectively support business needs. APM is implemented through inventorying all applications, collecting metrics on their performance, and regularly evaluating the portfolio to improve its content and capabilities over time.
Resume : "COBIT 5 for Business Benefits Realization"asvary asvary
This document provides an overview of COBIT 5 for Business Benefits Realization. It discusses key topics such as introducing enterprise and IT strategic planning using COBIT 5 principles. It also provides practical guidance for using COBIT 5 enablers in governing and managing business benefits realization. Finally, it discusses implementing business benefits realization using approaches like ISACA's COBIT 5 implementation lifecycle and the Australian NSW Government benefits realization process lifecycle. The overall document serves as a guide for professionals to effectively govern and manage business benefits realization.
Strategic management involves environmental scanning, strategy formulation, strategy implementation, and evaluation and control. It determines a company's long-term performance. For Infosys, strategic management typically involves assessing internal strengths and weaknesses and external opportunities and threats. It then formulates the company's mission, objectives, strategies, and policies. Implementation of programs, budgets, and procedures allows Infosys to evaluate its performance. Infosys has grown from its founding in 1981 with $250 to a global IT services giant with over 200,000 employees through strategic management.
SAS provides business intelligence software and services to help customers make better, faster decisions. Their solutions include the SAS Enterprise Intelligence Platform for data integration, management, and analysis, as well as industry and line-of-business specific intelligence solutions. SAS aims to give customers the power to access relevant information throughout the enterprise and improve sustainable performance. Independent analysts recognize SAS as a leader in the business intelligence market.
Datamonitor Decision Matrix Selecting A Business Intelligence Vendor (Competi...Cezar Cursaru
SAS is the clear market leader as it leads technology assessment, dominates user sentiment and exerts considerable market impact. SAS offers a great portfolio of both basic and advanced functionality, backed up by a dependable support capability. Its stable financial footing, superb vision and lead in advanced analytics all imply that SAS is well placed to continue as the Business Intelligence market leader.
The Forrester Wave Enterprise Business Intelligence Platforms, Q3 2008Cezar Cursaru
SAS was among the select companies that Forrester invited to participate in its 2008 Forrester Wave report, The Forrester Wave: Enterprise Business Intelligence Platforms, Q3 2008. In this evaluation, SAS was cited as a leader in Enterprise Business Intelligence Platforms.
This document provides an excerpt from an IDC report on the business intelligence tools market in 2007. Some key points:
1) The BI tools market grew 12.1% to $7.05 billion in 2007, with advanced analytics growing faster than query, reporting, and analysis.
2) Several large acquisitions impacted the largest suppliers in 2007, and IDC expects more startups focused on BI niches in the next few years.
3) Business decision makers showed growing awareness of BI benefits, signaling a shift in purchase power from IT to business users.
Gartner Positions Data Flux In The Leaders Quadrant Of The Magic Quadrant For...Cezar Cursaru
The document summarizes a Gartner report on the Magic Quadrant for Data Quality Tools. It discusses trends in the market such as growth, mergers and acquisitions, and the evolution of tools to offer more full-function suites. It evaluates vendors based on capabilities like profiling, parsing, standardization, and matching. The market is expected to grow significantly due to the importance of data quality initiatives.
- The worldwide data warehouse platform software market grew 14.6% in 2007 to reach $6.7 billion.
- The largest vendors in 2007 were Oracle, IBM, and Microsoft, who combined held over 65% of the market.
- The market is split between data warehouse generation tools and data warehouse management systems, with management systems making up the majority at around 77% of revenues.
Gartner Positions SAS In The Leaders Quadrant Of The Magic Quadrant For Custo...Cezar Cursaru
SAS and SPSS remain the leading vendors in the customer data-mining application market. ThinkAnalytics emerges as a visionary vendor focused on embedding predictive analytics into operational deployments. The market definition describes customer data mining as the application of descriptive and predictive analytics to support marketing, sales or service functions through packaged applications or on-demand services. The evaluation criteria assess vendors on their ability to execute, including the functionality of their products, and completeness of vision, such as their market understanding, marketing strategy, and innovation.
Butler Group Technology Audit Sas For Customer Experience Analytics, Septembe...Cezar Cursaru
SAS® for Customer Experience Analytics combines dynamic real-time on-line data collection from speed-trap, with SAS\' customer intelligence and analytics capabilities. The combination enables organisations that operate in a multi-channel world to understand precisely what customers are doing on-line, and apply that insight across all other customer touch points. SAS for Customer Experience Analytics does away with the need for tagging, network packet sniffers, and Web log analysers, therefore removing some of the expensive pain points of Web analytics.
1. Credit card issuer fraud losses remain well-contained at around $1 billion annually despite rising volumes, though total card-related fraud costs may exceed $16 billion due to additional stakeholders like merchants and consumers.
2. Purposeful data breaches targeting payment card data are a major challenge, driving a thriving secondary market in stolen card information and products.
3. Enterprise fraud management solutions aiming to leverage data across multiple products may provide improved detection, but organizational barriers remain as issuers seek added value from multi-product implementations.
Yphise Software Product Assessment, Strategy Management, December 2008Cezar Cursaru
SAS® Strategic Performance Management demonstrates its commitment to integrating nonfinancial and intangible objectives into enterprise performance management. SAS SPM provides an easy-to-use and easy-to-customize strategy management model that helps manage any kind of objectives. SAS also provides predefined templates according to compliance issues, risks, vertical sectors or business departments; these accelerate strategy definition.
SAS ranks first in two categories of Chartis RiskTech 100 reportCezar Cursaru
SAS is a leading provider of risk management software and services. It has established leadership positions in credit risk management and operational risk management. SAS' core strengths lie in its powerful data management, analytics and business intelligence capabilities. It has won RiskTech 100 category awards for Core Technology and Operational Risk & GRC. SAS has a global presence and strong financials, though its implementation capacity has at times constrained its growth. It continues to enhance its solutions and expand into new risk categories and industries.
1. Yphise portfolio of valuable projects
Independent research since 1985
Software Product Assessment EXECUTIVE VOLUME
SELECTED BUSINESS CASE
BUSINESS INTELLIGENCE
STRATEGY MANAGEMENT
To effectively meet preservation, improvement or disruption
objectives
IS Information
GM Governance
Systems
SO Service
PR Projects
Management
Abstract 3
EXECUTIVE OVERVIEW
Benefits 4
Yphise shortlist 8
Yphise ranking 14
APPENDIX
Assessment overview 19
Yphise ISO 9001:2000-certified independent quotations
of software products