Alf Westelius. IEI/EIS L1:2. Alf IEI/EIS Strategic applicatins L1:6 6 Alf Westelius
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1 TDEI21 Strategic Organisational Application of IT Workflow and Management The purpose is to give you insights enabling you to make nuanced assessments of the potential behind the IT hype IEI/EIS L1:1 IEI/EIS L1:2 Alf IEI/EIS Strategic L1:3 W t li i ti l 3 Alf IEI/EIS Strategic L1:4 W t li i ti l 4 Emerging technologies Gartner 1995 First hype curve, years of Gartner s hype curves Alf IEI/EIS Strategic applicatins L1:5 W t li fit 5 Gartner Research, ID Number: G Alf IEI/EIS Strategic applicatins L1:6 6 W t li fit
2 2015 Alf IEI/EIS Ideell Arena, Ith f ät k t L1:18 18 IEI/EIS L1:19 W t li 2010 Hype Curve BI and PM 2006 On the Rise 4.1 Analytical Process Controlling4.2 Search Capabilities for Business Intelligence4.3 Hosted Business Intelligence4.4 Open-Source Business Intelligence4.5 CPM Infrastructure Components4.6 In-Memory Analytics on 64- Bit Hardware4.7 Enterprise Information Management4.8 Enterprisewide Real- Time CPM4.9 Intangible Assets and CPM4.10 Text Mining4.11 SOA-Enabled Business Intelligence5.0 At the Peak 5.1 Business Activity Monitoring5.2 Real-Time Decisioning5.3 CPM and Compliance5.4 Advanced Visualization6.0 Sliding Into the Trough 6.1 CPM Suites6.2 Profitability Modeling and Optimization6.3 Excel as a Business Intelligence/CPM Front End6.4 Dashboards/Scorecards6.5 Spreadsheet-Based Business Intelligence/CPM6.6 Business Application Data Warehouses7.0 Climbing the Slope 7.1 Data Quality Tools7.2 Web Analytics7.3 Data-Mining Workbenches7.4 Planning, Budgeting and Forecasting7.5 Business Intelligence Platforms8.0 Entering the Plateau 8.1 Financial Consolidation Applications IEI/EIS L1:20 Hype cycle Business Intelligence and Performance Measurement 2012 On the Rise Collaborative Decision Making, Information Semantic Services, Search-Based Data Discovery Tools At the Peak Information Capabilities Framework, Natural-Language Question Answering, Enterprise Metadata Management, Logical Data Warehouse, In-Memory Database Management Systems, Mobile BI Sliding Into the Trough Business Analytics SaaS, Open-Source Business Intelligence Tools, In-Memory Analytics, Text Analytics, Real-Time Decisioning Platform Climbing the Slope Interactive Visualization, Business Activity Monitoring Entering the Plateau Dashboards, Excel as a BI Front End, Column-Store DBMS, Predictive Analytics, Business Intelligence Platforms, Data-Mining Workbenches IEI/EIS L1:24 IEI/EIS L1:27 IEI/EIS L1:28
3 We focus on the more or less structured communication processes within the organisation. By learning more about participation and influence in development and implementation, group roles, incentives, responsibilities and roles in knowledge management, you build an understanding that can help you turn visions and strategies into action. IEI/EIS L1:29 IEI/EIS L1:30 Organisation Organisation People Tasks Virtual organisation Technology Imaginary organisation Leavitt s diamond 1963 IEI/EIS L1:31 IEI/EIS L1:32 Strategy? Common sense Sense Nonsense Scientifically sound? Not overly complex But it is not just the premeditated and planned that can be of strategic importance. At least as important is that you learn to recognise spontaneous and temporary initiatives and developments that warrant attention and support. IEI/EIS L1:35 IEI/EIS L1:36
4 Strategy Emergent Planned Types of strategies Cost Niche Differentiation Porter 1985 IEI/EIS L1:37 IEI/EIS L1:38 Revision... Types of processes Identity Priority Background Mandated Historic ASSUME ASS-U-ME Have makes you checked? and ass of Have you you and talked me... to... Keen 1997 IEI/EIS L1:39 IEI/EIS L1:40 KM Explicit domain Technological Accenture BT investment LiU Social Pharmacia Upjohn Tacit The virtual office Blacksmith management investments, Earl & Scott, (98) p9 IEI/EIS L1:60 IEI/EIS L1:61
5 Maturity profile of KM in Swedish retail banking Capture 5 Use 4 Organise 3 Technology 2 1 Share 0 Measurements Intellectual assets Generate Leadership Culture and climate IEI/EIS L1:62 Ahde & Beckmann 1998 areas in IT consulting company CG Experieince of CG Competence on CG IEI/EIS L1:63 business disseminated Production och dissemination produced Experieince of CG Competence on CG IEI/EIS L1:64 business categories Portion who view the knowledge as useful People dissatisfied Experieince of CG with the Competence on CG supply Value and need 1,00 IEI/EIS L1:65 business People with needs who are dissatisfied with the supply Portion who view the knowledge as useful Experieince of CG Competence on CG disseminated Demand versus supply 1,00 IEI/EIS L1:66 business produced Valuable sources and distribution channels Customer Internet Other companies Distribution channel Courses/ seminars (external) x-disc Own material Intranet KO/NWT Natural Work Team IEI/EIS L1:67 Informal contacts Courses/ Seminars (internal) Source PERFORM the Galaxy/ Polarstar Structural capital
6 The knowledge star Education Personal Mission Psychometrics Competence Professional Annie Brooking & Philip Harris, 1997 IEI/EIS L1:68 HR Practices Recruitment Selection Training Development Performance Management Rewards Communication Strategic HRM and Performance What Employees Have Skills, Abilities, Competencies What Employees Feel Motivation Commitment Engagement What Employees Do Task, Discretionary, Counterproductive Behavior, Attendance, Turnover IEI/EIS L1:95 Customer Satisfaction Retention Operational Productivity Quality Shrinkage Accidents Financial Expenses Revenues Profits HR Practices and Performance: HR Approach HR Strategy Recruitment Selection Training Development Performance Management Rewards Communication Customer Satisfaction Retention Operational Productivity Quality Shrinkage Accidents Financial Expenses Revenues Profits IEI/EIS L1:96
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