STRATEGY EXECUTION ESSENTIALS. A CEO s guide on how to improve the execution of strategy.
|
|
- Reynold Atkinson
- 8 years ago
- Views:
Transcription
1 STRATEGY EXECUTION ESSENTIALS A CEO s guide on how to improve the execution of strategy.
2 Introduction Improving the Execution of Strategy Strategy and execution: the CEO s dilemma Most organisations have a strategy a carefully worked out plan of how to address the market they operate in. And yet the ability to execute is still as problematic as ever. For several years in a row, CEO s of large organisations consider Excellence in execution and Consistent execution of strategy by top management to be the top two critical challenges they face. But despite this awareness and the investment made in reporting systems and management methodologies, there still seems to be something fundamental missing when it comes to the implementation of strategy. Execution is the responsibility of the CEO and if the issues they face are to be overcome then there must be a new approach to the way strategy is communicated, resourced, monitored and the way in which management decisions that effect its implementation are taken. This approach is bound up in the term Corporate Performance Management, but as with other terms, this is often misunderstood and in recent times has become synonymous with computer software. But the concept is far more than this and has the potential to transform the way organisations are managed, as will be outlined in this brochure. 82% of Fortune 500 CEOs feel their organisation did an effective job of strategic planning, however only 14% of the same CEOs thought they did an effective job of implementing strategy. Forbes magazine. In a survey of senior executives respondents said their firms achieved only 63% of the expected results of their strategic plans with the shortfall being attributed to a failure to execute the company's strategy effectively. Marakon Associates, Economist Intelligence Unit Strategy focus concerns CEO s are getting more and more frustrated about the execution of strategy. They understand what should be done to align the enterprise with corporate goals. They discuss this with their peers, management and external advisors to create a concise objective for the years to come. But for some reason, something goes wrong with its execution. It s not as if there is something wrong with the strategy as most managers would agree on the organisations intended course. The concern is that focus is often lost as the realities of day-to-day operations and the issues that arise soon overwhelm any notion of strategic direction. You have reporting systems and dashboards but they barely help you! Never before has so much information been available to support strategic decision-making. During the last two decades companies have made significant efforts to refine their reporting systems through the use of computer software. With the ever-growing sophistication of IT systems they have been able to improve not only the analysis of data but also the way in which users can access and manipulate that information. After 20 years of systems evolution, it could be argued that CEO s now have all the information they need to help execute strategy. And yet, the execution of company strategy still remains their top concern. What is lacking is a clear link as to how plans can be turned into actions. Actions that can be put into place quickly. Actions that can be followed up, tracked and reported in the context of achieving strategic goals. Strategy execution is not just about the numbers but how everyday activities lead to the achievement of long-term corporate goals.
3 Execution essentials Essential 1: a clear way of communicating strategy Strategy execution is a team game: The execution of a plan requires teamwork. However, team members are constantly drawn into day-to-day operational issues, and often don t know how strategy applies to their daily work. To improve on the execution of strategy, three things are essential: To help overcome this, the past two decades has seen an explosion in management methodologies such as The Balanced Scorecard. These methodologies recognize the importance of getting the whole organisation behind corporate strategy A clear way of communicating strategy. A continuous, closed-loop management process. A technology-based support system. Without a common strategy organisations are destined to follow the combined whims of departmental managers as they make decisions based on their own personal goals or gut instincts. Key to improving execution is : A way of clearly communicating what the strategy is to every employee / department and their involvement in its execution. A way of linking all departmental activities with the achievement of both short and long-term strategic goals. One of the best ways of communicating strategy is through cause and effect diagrams or strategy maps that show how the organisation plans to achieve its goals. When combined with financial results, these maps provide management with a framework in which to discuss whether the strategy is working and what could be changed to improve performance. The importance of Cause and Effect is that it tells a story of how to get success Paul R. Niven Organizations need a new kind of management system one explicitly designed to manage strategy Success comes from having strategy become everyone s everyday job David Norton and Robert Kaplan
4 Execution essentials Essential 2: a continuous, closed-loop management process Strategy execution requires action. Actions require resources. And as things rarely work out as planned, there needs to be some check as to what has happened and what needs to change in order to stay on track. Inside organisations, the foundation of these actions is within the management processes that plan and monitor corporate performance. Traditionally these have been calendar based annual planning, quarterly forecasting and monthly reporting, but in today s fast-changing, turbulent business environment these are no longer good enough. To improve execution, these processes must be focused on strategy and treated as a single, continuous process that is triggered by events and exceptions rather than an arbitrary date on a calendar. Continuous planning is not about doing the same management practices only faster and more often. After all, organisations struggle to produce a budget within four months and so repeating their current processes isn t going to help. What is required is a complete re-think about the organisation s management processes that creates a strategic plan, assigns resources to it and then tracks its performance. It s a re-think that must concentrate on the execution of strategy in a constantly changing business environment. According to Gartner, at least 50 per cent of companies implementing management solutions simply automate existing finance-oriented processes and fail to improve performance management processes across the organisation. As a result they forecast that these organisations will not realise the benefits of CPM. Best Practice companies decouple their internal management processes from the calendar and provide a set of planning and reporting processes that utilize continuous processing and monitoring of activity. Aspects of strategic planning are not once-a-year events but a continuous process. The pace of change is so great that management needs to monitor the strategic implications of new developments on a continuous basis. David Axson Key performance management questions: Planning Are adequate resources being assigned to those activities that implement strategy? Are managers aware of risks being run and how they could impact the achievement of strategic goals? Adjust Monitoring Are the planned activities being implemented? Are activities having the right affect on strategic goals? What risks are we running? How will the business environment impact our plans? Will the current and forecast activities deliver the planned strategic goals? What changes should be made to achieve or better the forecast strategic goals? Will there be sufficient resources to continue execution in the future?
5 Execution essentials Essential 3: technology based support systems Systems play an important role in managing performance but only if they are able to: 1 2 Continually reflect the business environment. A Corporate Performance Management system needs to cater for a business environment that is constantly changing. Objectives, strategies and initiatives will have all been set up with a particular environment in mind. If that environment changes then unless the system can highlight and respond to change quickly, the initial strategic objectives will be based on outdated premises, and corporate strategy will lose credibility. IBM s executive report After the Crisis, states "While it s not possible to consistently predict the future, there are ways to improve an organisation s capability to sense and anticipate change. With so much data available literally at our fingertips, the challenge becomes turning that data into useful information and insights to enable action." Span the entire organisation. The flexibility of responding to change can only be achieved when the CPM systems in place span all of the information available in the company, and over all of the reporting and planning functions. The breath of this span and associated functionality is far more important than the level of detail and / or the mathematical finesse of the functions provided. Senior management are more interested in how plans evolve and relate to other parts of the organisation, rather than the exactness of a forecasted figure that s placed out of context. 3 4 Constantly align people with strategy. If changing external factors are not reflected in a rigorous planning and reporting process, then the buy-in to strategy and even how strategy applies to a managers daily work, will soon disappear. Crucial to the success of a CPM system is the way it supports management processes that ensures managerial actions are always aligned and informed. Scott Glatstein comments "It s difficult to implement a new strategy without changing the way the organisation works. Does the workflow across your various departments and divisions support your marketplace intent? Can your systems and tools meet the demands of the new strategic vision? Pursuing a new strategy with old capabilities is a recipe for disaster." Learn from the past. Strategy is a road-map, not a point in time. Strategic plans span many years and many people, with the latest incarnation being the result of much combined learning. During that time, many decisions will be made that were based on current knowledge that existed at the time, whether right or wrong. Ignoring or forgetting about the past increases the likelihood that future corrective actions will also fail to achieve their purpose. Keeping this documentation in a way that is both accessible and easily understood for future planning exercises, will make a big impact on the effectiveness and speed by which resources can be realigned to execute strategy.
6 Mixing it all together Improving the approach to strategy execution Establishing a management approach that is focused on strategy execution is, like a strategic plan, a long-term commitment. It is an approach that will continually evolve and that has to adapt to the ever-changing business environment in which the organisation operates. The approach includes: CPM software. Technology systems are a crucial part of a CPM approach. The right system provided it is implemented correctly, enables execution and increases managerial productivity during execution. But it is only one part. Management buy-in. Implementation also requires the buy-in of the management team. Unless there is a discipline from management to steer their specific business unit so that it is aligned with company strategy, no organisation can fulfill its strategic goal. To gain this buy-in, the approach must be flexible enough to cater for day-to-day operational issues while at the same time helping the business unit towards achieving long-term corporate goals. CPM expertise. The third and last part of the approach is to have a coach or company champion responsible for CPM. They should understand corporate strategy and the management processes required to maintain it. They would also, ideally, be involved in monitoring success and be contributing to the refinement and improvement of the approach. It is important to remember that CPM is a holistic approach to strategy execution. It cannot be established by replacing old systems for newer ones, or by re-engeneering a single process. It is an approach that will change the way finance organizes the planning and reporting process; how IT develop systems to support decision-making; and the way management teams interact with each other. The CorPeuM approach... CorPeuM is a new approach to performance management, based on our unparalleled expertise in designing and implementing best practice systems for planning, budgeting, reporting and analysis in some of the world s leading organisations. Through this experience we are fully aware of the challenges in implementing performance management systems and the shortfalls found in many of the mainstream applications available today. These factors led us to develop an approach, backed up by a new breed of software application, which redefines the way organisations manage corporate performance. An approach that focuses on the development, funding and execution of strategy. Well funded, Focused Team. So far, over 3 million Euros has been invested in CorPeuM and as there is no legacy product to maintain, the complete focus of the team is on developing an approach that will become the reference standard for CPM over the next decade. Our international team consists of product strategists with acknowledged expertise in best management practices; product architects with over 100 years of development expertise in performance management solutions and development engineers with expertise in the latest Microsoft technologies. The result is a solution that fully supports performance management that is unequalled anywhere in Europe and probably in the world. To find out more, visit our website or contact us through a web form or at this address marketing@corpeum.com
Five Core Principles of Successful Business Architecture. STA Group, LLC Revised: May 2013
Five Core Principles of Successful Business Architecture STA Group, LLC Revised: May 2013 Executive Summary This whitepaper will provide readers with important principles and insights on business architecture
More informationYOUR COMPLETE CRM HANDBOOK EVERYTHING YOU NEED TO KNOW TO GET STARTED WITH CRM
YOUR COMPLETE CRM HANDBOOK EVERYTHING YOU NEED TO KNOW TO GET STARTED WITH CRM Introduction WHAT IS CRM? CRM is much more than a buzzy acronym that s been tossed around the business and sales world for
More informationOPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.
OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)
More informationMarketing Analytics: If you don t measure it, you can t market it. www.demandspring.com
Marketing Analytics: If you don t measure it, you can t market it What is a Springboard? Let s be honest, modern day marketing is not always easy. The transition from marketing as art to marketing as science
More informationThe Shadow IT Phenomenon
The Shadow IT Phenomenon CIOs respond with internal service provider transformation IT DEPT A research paper from Logicalis based on a global study of CIO pressures and priorities In summary This report
More informationUsing Corporate Performance Management to Deliver the CEO s Strategic Vision
Using Corporate Performance Management to Deliver the CEO s Strategic Vision Gartner RAS Core Research Note G00157458, Nigel Rayner, 30 April 2008 Corporate performance management (CPM) applications offer
More informationMinutes on Modern Finance Best Practice Series. Real-Time Versus Right-Time Decision Making A New Competitive Advantage
Minutes on Modern Finance Best Practice Series Real-Time Versus Right-Time Decision Making A New Competitive Advantage The Analytics Advantage Real-Time Versus Right-Time Decision Making: A New Competitive
More informationPerformance management for your people: a five-step guide to transforming your organisation s culture
Performance management for your people: a five-step guide to transforming your organisation s culture Introduction Performance management (PM) is now widely recognised as an essential element of business
More informationprimitive or basic That s how over 50% of global organisations surveyed, described their ability to use their data in executive decisions.
primitive or basic That s how over 50% of global organisations surveyed, described their ability to use their data in executive decisions. Source: Economist Intelligence Unit Report: the evolving role
More information4 Strategic planning OBJECTIVES APPROACHES TO STRATEGIC PLANNING
24 4 Strategic planning OBJECTIVES The objective of strategic planning is to achieve a sustainable competitive advantage that will deliver healthy profits. The strategic plan analyses the optimum fit between
More informationBest Practices for Planning and Budgeting. A white paper prepared by PROPHIX Software October 2006
A white paper prepared by PROPHIX Software October 2006 Executive Summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However,
More informationThe 2-Tier Business Intelligence Imperative
Business Intelligence Imperative Enterprise-grade analytics that keeps pace with today s business speed Table of Contents 3 4 5 7 9 Overview The Historical Conundrum The Need For A New Class Of Platform
More informationBriefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
More informationThe Microsoft Cloud has a Silver Lining Professional Services Excellence
GAP CONSULTING WHITE PAPER The Microsoft Cloud has a Silver Lining Professional Services Excellence 10 reasons why the Microsoft cloud platform, including Office 365, Microsoft Azure and Microsoft Dynamics
More informationYOUR COMPLETE CRM HANDBOOK
HIGHER EDUCATION: YOUR COMPLETE CRM HANDBOOK EVERYTHING YOU NEED TO KNOW TO GET STARTED WITH CRM Introduction WHAT IS CRM? CRM is much more than a buzzy acronym that s been tossed around the business and
More informationHow To Understand The Role Of A Crom System
May 2012 The promise of CRM Type the words Promise of CRM into Google and you ll find that industry experts have been bemoaning CRM s failure to deliver on its promises for more than a decade. And yet,
More informationYOUR COMPLETE CRM HANDBOOK EVERYTHING YOU NEED TO GET YOUR NONPROFIT STARTED WITH CRM
YOUR COMPLETE CRM HANDBOOK EVERYTHING YOU NEED TO GET YOUR NONPROFIT STARTED WITH CRM Introduction WHAT IS CRM? CRM is much more than a buzzy acronym that s been tossed around the business and sales world
More informationIntegrated Performance Management
How is it aligned with shareholder value? White paper, Business Consulting 1 Introduction In order to enhance shareholder value and align employees efforts with this overarching objective, businesses have
More informationYour Complete CRM Handbook
Your Complete CRM Handbook Introduction Introduction Chapter 1: Signs You REALLY Need a CRM Chapter 2: How CRM Improves Productivity Chapter 3: How to Craft a CRM Strategy Chapter 4: Maximizing Your CRM
More informationSage ERP I White Paper. Optimize Your System: How to Avoid Implementation Sins
I White Paper Optimize Your System: How to Avoid Implementation Sins Introduction Enterprise resource planning (ERP) systems improve the way of doing business. By providing accurate, real-time information
More informationThe Connected CFO a company s secret silver bullet?
a company s secret silver bullet? Imagine if the Chief Financial Officer (CFO) had a real-time dashboard of the business that automatically alerted him or her to specific triggers about the financial performance
More informationBest practices for planning and budgeting. A white paper prepared by Prophix
A white paper prepared by Prophix Executive summary The continual changes in the business climate constantly challenge companies to find more effective business practices. However, common budgeting limitations
More informationData analytics Delivering intelligence in the moment
www.pwc.co.uk Data analytics Delivering intelligence in the moment January 2014 Our point of view Extracting insight from an organisation s data and applying it to business decisions has long been a necessary
More informationFive Core Principles of Successful Business Architecture
Five Core Principles of Successful Business Architecture Authors: Greg Suddreth and Whynde Melaragno Strategic Technology Architects (STA Group, LLC) Sponsored by MEGA Presents a White Paper on: Five Core
More informationTalent & Organization. Change Management. Driving successful change and creating a more agile organization
Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s
More informationDESCRIBING OUR COMPETENCIES. new thinking at work
DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE
More informationChange Management in Higher Education: Using Model and Design Thinking to Develop Ideas that Work for your Institution
Change Management in Higher Education: Using Model and Design Thinking to Develop Ideas that Work for your Institution By Michael P. Meotti Ed Policy Group Introduction Change and innovation are hot topics
More informationSee what cloud can do for you.
See what cloud can do for you. Uncomplicating cloud business Table of contents Introduction 3 Why cloud is relevant for your business? 4 What is changing? 4 Why organizations are moving to cloud 5 What
More informationSage ERP X3 I White Paper
I White Paper Optimize Your ERP System: How to Avoid the Implementation Sins By Jeff Law, CPIM, Senior Manager, Consulting Services The Premier Provider of Effective Business Software Solutions National
More informationManagement White Paper What is a modern Balanced Scorecard?
Management White Paper What is a modern Balanced Scorecard? For more information please visit: www.ap-institute.com What is a modern Balanced Scorecard? By Bernard Marr Abstract: The Balanced Scorecard
More informationHarness the Power of Partnership Everything is possible when you have the right partner.
Technology Success Accelerate Harness the Power of Partnership Everything is possible when you have the right partner. Avnet Technology Solutions, Americas Intelligent Collaboration Disruptive technologies
More informationBusiness intelligence requirements for IT: What every IT manager should know about business users real needs for BI
Business intelligence requirements for IT: What every IT manager should know about business users real needs for BI January 2011 p2 Business users and organizations need the ability to quickly analyze
More informationInvolve-Project Manager
Involve-Project Manager This article will describe: What is Project Management Why is Project Management so important to community and voluntary organisations The Key Phases of Project Management: o Initiation
More informationThe New Way to Work Together
Getting to know The New Way to Work Together SharePoint is about giving you and the people you work with a better way to get things done together. That means your content is stored and organized in one
More informationGetting things done with Strategy Execution
Getting things done with Strategy Execution by Paul Docherty White Paper Introduction This whitepaper examines the emerging discipline of Strategy Execution, understanding the need for it, covering all
More information04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information
1 BI STRATEGY 3 04 Executive Summary 08 What is a BI Strategy 10 BI Strategy Overview 24 Getting Started 28 How SAP Can Help 33 More Information 5 EXECUTIVE SUMMARY EXECUTIVE SUMMARY TOP 10 BUSINESS PRIORITIES
More informationMISYS BANKFUSION UNIVERSAL BANKING WELCOME TO THE FUTURE OF BANKING
MISYS BANKFUSION UNIVERSAL BANKING WELCOME TO THE FUTURE OF BANKING The global financial crisis precipitated a fundamental rethink of the identity and purpose of the banking industry. Now, as economies
More information7 Steps to Superior Business Intelligence
7 Steps to Superior Business Intelligence For several years, it has been common knowledge that for growth and profitability, a company must offer pre-eminent customer service and to do so, it requires
More informationBusiness Intelligence of the Future. kpmg.com
Business Intelligence of the Future kpmg.com 1 Business Intelligence (BI) of the Future An Intelligent Enterprise What will Business Intelligence (BI) look like by year 2020? BI will become an innovation
More informationHybrid IT through Cloud Brokerage Your Path to Better Business Outcomes
Hybrid IT through Cloud Brokerage Your Path to Better Business Outcomes By Mohammed Farooq, CEO, Gravitant Table of Contents 3 Hybrid IT through Cloud Brokerage Your Path to Better Business Outcomes 4
More informationORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL
ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises
More informationKea Influencer Relations and Marketing for High-Tech & Technology Providers
Kea Analyst Relations Industry analysts play a key role in defining markets and educating buyers. We work with clients to identify and track the most influential and relevant industry analysts, and advise
More informationBusiness intelligence for business users: Insight when and where you need it
IBM Software Business Analytics Cognos family Business intelligence for business users: Insight when and where you need it 2 Business intelligence for business users: Insight when and where you need it
More informationMonitor. Manage. Per form.
IBM Software Business Analytics Cognos Business Intelligence Monitor. Manage. Per form. Scorecarding with IBM Cognos Business Intelligence 2 Monitor. Manage. Perform. Contents 2 Overview 3 Three common
More informationThe Case for Business Analytics in Midsize Firms
The Case for Business Analytics in Midsize Firms Affordable solutions and easy implementation put the transformational power of business analytics within reach of almost any organization Featuring John
More informationPutting the E in Enterprise Content Management
Putting the E in Enterprise Content Management Finding Improvements using an ECM Center of Competency By Kevin Craine Organizations around the world use Enterprise Content Management systems to improve
More informationWhy Your Strategy Isn t Working
Published in Business Strategy November 2011 Why Your Strategy Isn t Working By Gary Getz and Joe Lee Setting the company or business unit s strategy has always been one of the most important jobs for
More informationSTRATEGIC PERFORMANCE MEASUREMENT GUIDELINES AND FRAMEWORK TO MERGE BALANCED SCORECARDS AND BUSINESS INTELLIGENCE TECHNIQUES
Asian Journal of Computer Science And Information Technology 3 : 10 (2013) 133-137. Contents lists available at www.innovativejournal.in Asian Journal of Computer Science And Information Technology Journal
More informationIdentifying critical success factors for. Enterprise Social Networks (ESNs)
Identifying critical success factors for Enterprise Social Network success By Curtis A. Conley, enterprise collaboration solution architect at Kellogg Enterprise Social Networks (ESNs) are changing the
More informationAfro Ant Conversation
Afro Ant Conversation Organisational Development vs. Organisational Change 10 September 2014 Overview Ant Conversations are hosted by Afro Ant with the intention of sharing knowledge, debating industry
More informationProcess Discovery The First Step of BPM
Process Discovery The First Step of BPM Table of Contents Introduction... 3 Process Discovery Challenges... 3 The Problems with Current Options... 5 A New Approach to Discovery... 6 Your Next Step... 9
More informationSTRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER. Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies
STRATEGIC INTELLIGENCE WITH BI COMPETENCY CENTER Student Rodica Maria BOGZA, Ph.D. The Bucharest Academy of Economic Studies ABSTRACT The paper is about the strategic impact of BI, the necessity for BI
More informationArticle. Jørgen Thorsell & Didier Gonin: the hottest new trends in executive development
Article Jørgen Thorsell & Didier Gonin: the hottest new trends in executive development J ørgen Thorsell and Didier Gonin are senior executives with Denmark-based Mannaz A/S (formerly The Danish Leadership
More informationCordys Business Operations Platform
SERVICE DEFINITION Cordys Business Operations GCloud IV - PaaS Copyright 2012 Cordys B.V. All rights reserved. Table of Content Cordys Business Operations... 1 Table of Content... 2 Introduction... 4 Document
More informationERP evaluation for Australian construction companies
COMPLIMENTARY WHITE PAPER ERP evaluation for Australian construction companies (Choose right for maximised ROI) ERP evaluation for Australian construction companies (Choose right for maximum ROI) EVALUATING
More informationBudgeting: Beyond spreadsheets
Budgeting: Beyond spreadsheets Contents 2 Business problems 2 Business drivers 2 The Solutions 4 Conclusions Abstract Corporate budgeting, forecasting reporting can be a major contributor to a company
More informationFIVE STEPS FOR DELIVERING SELF-SERVICE BUSINESS INTELLIGENCE TO EVERYONE CONTENTS
FIVE STEPS FOR DELIVERING SELF-SERVICE BUSINESS INTELLIGENCE TO EVERYONE Wayne Eckerson CONTENTS Know Your Business Users Create a Taxonomy of Information Requirements Map Users to Requirements Map User
More informationConnecting PPM and software delivery
Connecting PPM and software delivery Efficiently deliver strategic, high-value, low-risk software projects Contents 2 The outdated approach to PPM 2 A better approach to PPM for software delivery 4 IBM
More informationSmall and Mid-size Organizations: Making the Technology-Performance Connection in Workforce Management Sponsored by: Kronos, Incorporated
Laurie McCabe, Partner Sanjeev Aggarwal, Partner Top Takeaways Small and Mid-size Organizations: Making the Technology-Performance Connection in Sponsored by: Kronos, Incorporated Small and mid-sized organizations
More informationSimplifying the user experience and helping organise, sync and share content.
Development Simplifying the user experience and helping organise, sync and share content. What is it? With, your staff can share ideas and expertise, fi nd the right information to make better business
More informationBusiness intelligence for business users: Insight when and where you need it
IBM Software Group White Paper Business Analytics Software Business intelligence for business users: Insight when and where you need it 2 Business intelligence for business users: Insight when and where
More informationTALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth
TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE
More informationMANAGING RISK IN OUTSOURCED MANUFACTURING. An E2open White Paper. Contents. White Paper
White Paper MANAGING RISK IN OUTSOURCED MANUFACTURING An E2open White Paper 2 2 3 5 Contents Executive Overview Issues and Challenges of Managing Outsourced Manufacturing Resolution Plan for Key Issues
More informationHow a Hybrid Cloud Strategy Can Empower Your IT Department
How a Hybrid Cloud Strategy Can Empower Your IT Department A step-by-step guide for developing and implementing a flexible cloud solution 1 / 11 IT service delivery, particularly in the cloud, has evolved
More informationSALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE
Business Value Guide SALES AND OPERATIONS PLANNING BLUEPRINT BUSINESS VALUE GUIDE INTRODUCTION What if it were possible to tightly link sales, marketing, supply chain, manufacturing and finance, so that
More informationFor the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:
For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large
More informationThe Future of HCM Technology Wim Valstar, SAP SuccessFactors
The Future of HCM Technology Wim Valstar, SAP SuccessFactors The future of HCM technology. The globalised workforce of today is driving HR organisations to look to technology and thought leaders for solutions
More informationIntroduction to Business Intelligence
IBM Software Group Introduction to Business Intelligence Vince Leat ASEAN SW Group 2007 IBM Corporation Discussion IBM Software Group What is Business Intelligence BI Vision Evolution Business Intelligence
More informationPowering Performance with Customer Intelligence. Are you ready to make Customer Intelligence your performance advantage to outpace the competition?
Powering Performance with Customer Intelligence Are you ready to make Customer Intelligence your performance advantage to outpace the competition? Frequently Asked Questions (FAQs) PNT Marketing Services
More informationCUSTOMER RELATIONSHIP MANAGEMENT FOR MANUFACTURING
WWW.HSO.COM The rise of CRM and how it s transforming business interactions CUSTOMER RELATIONSHIP MANAGEMENT FOR MANUFACTURING Why customer loyalty pays dividends Delivering a personal experience Unsurprisingly,
More informationCRM Know How In Practice. Transition and change management. Best Practice Guide 01
CRM Know How In Practice Transition and change management Best Practice Guide 01 02 Best Practice Guide CRM Know How In Practice Transition and change management In This Guide 02 Introduction: Why CRM?
More informationExplore the Possibilities
Explore the Possibilities 2013 HR Service Delivery Forum Best Practices in Data Management: Creating a Sustainable and Robust Repository for Reporting and Insights 2013 Towers Watson. All rights reserved.
More informationHow To Get A Better At Developing An Application
Whitepaper Rethink application possibilities and align to desired business outcomes EALA results January 2014 2014 Avanade Inc. All rights reserved. Executive summary It s a new world of applications.
More informationGOING BEYOND TRADITIONAL DATA GOVERNANCE: SIX STEPS FOR BUILDING AN INFLUENTIAL DATA-DRIVEN ORGANIZATION
GOING BEYOND TRADITIONAL DATA GOVERNANCE: SIX STEPS FOR BUILDING AN INFLUENTIAL DATA-DRIVEN ORGANIZATION In an environment of rapidly evolving technology, customer behavior, and competition, data has become
More informationSEPTEMBER 18, 2013 SALES FORCE AUTOMATION - COMMON MYTHS. Authored by: Ronan O Halloran
SEPTEMBER 18, 2013 SALES FORCE AUTOMATION - COMMON MYTHS Authored by: Ronan O Halloran TABLE OF CONTENTS 1 the Common Myths About Sales Force Automation and CRM.... 2 2 Myth 1 Myth 1 The Sales Force will
More informationDon t Be Overwhelmed by Big Data.
Don t Be Overwhelmed by Big Data. Focus Only on the Right Data Delivered to the Right People at the Right Time. Big. Data. The CPG industry is abuzz with those two words. And for good reason, as both brick-and-mortar
More information7 Signs You Need Advanced Analytics for Salesforce.com (or any CRM)
7 Signs You Need Advanced Analytics for Salesforce.com (or any CRM) and Why They Matter Executive Summary 2 Sure, customer relationship management (CRM) applications provide reports and dashboards. But
More informationSuccessful Outsourcing of Data Warehouse Support
Experience the commitment viewpoint Successful Outsourcing of Data Warehouse Support Focus IT management on the big picture, improve business value and reduce the cost of data Data warehouses can help
More informationStriking the balance between risk and reward
Experience the commitment Striking the balance between risk and reward in payments modernization Staying competitive in financial services requires meeting everincreasing customer expectations for digital
More informationExecutive summary. Table of contents. Four options, one right decision. White Paper Fitting your Business Intelligence solution to your enterprise
White Paper Fitting your Business Intelligence solution to your enterprise Four options, one right decision Executive summary People throughout your organization are called upon daily, if not hourly, to
More informationFitting Your Business Intelligence Solution to Your Enterprise
White paper Fitting Your Business Intelligence Solution to Your Enterprise Four options, one right decision. Table of contents Executive summary... 3 The impediments to good decision making... 3 How the
More informationGROW YOUR ANALYTICS MATURITY
GROW YOUR ANALYTICS MATURITY Gain and Sustain a Competitive Edge FROM DATA TO ACTION YOU VE HEARD THE BIG DATA BUZZ. WE RE SWIMMING IN MORE DATA THAN EVER. But it s not about the amount of data, the different
More informationAccelerate Your Transformation: Social, Mobile, and Analytics in the Cloud
IT Transformation the way we do it Accelerate Your Transformation: Social, Mobile, and Analytics in the Cloud Take on the Future of Enterprise Technology, Today Current trends in Corporate IT have caused
More informationBriefing Paper Top 10 IT cost-saving benefits IT Managers should be getting from ITSM
Briefing Paper Top 10 IT cost-saving benefits IT Managers should be getting from ITSM Configuration not customisation Get the reporting you need Business rules and workflow integration Let customers help
More informationMaximise your productivity Tips and tricks for business owners
Maximise your productivity Tips and tricks for business owners Maximising productivity is vital for everyone, especially business owners. If you implement just some of the tips in this document you will
More informationIngres Insights. with Open Source Software
Ingres Insights DElivering Business intelligence with Open Source Software TABLE OF CONTENTS 3 Preface 4 Balanced Scorecards 5 Business Optimization 6 Business Intelligence (BI) 7 BI Examples 8 The Challenges
More informationEffective Enterprise Performance Management
Seattle Office: 2211 Elliott Avenue Suite 200 Seattle, Washington, 98121 seattle@avanade.com www.avanade.com Avanade is a global IT consultancy dedicated to using the Microsoft platform to help enterprises
More information6 Steps to Selecting the Right Practice Management System
6 Steps to Selecting the Right Practice Management System How profitable is my firm? Which Practice Areas (and Clients) are the biggest contributors to our success? Is my contact list current? Who are
More informationAn Introduction to the Technical Considerations of Social Business Version 1.0
An Introduction to the Technical Considerations of Social Business Version 1.0 November 2012 Contents An Introduction to the Technical Considerations of Social Business Version 1.0... 1 Acknowledgements...
More informationDelivering Business Intelligence with Open Source Software
Delivering Business Intelligence with Open Source Software WHITE PAPER by Chip Nickolett, Ingres Corporation Ingres Business Intelligence Series Table of Contents Preface...3 Balanced Scorecards...4 Business
More informationOrganisational Change Management. Fusing People, Process and Technology www.h3partners.co.uk
Organisational Change Management Fusing People, Process and Technology www.h3partners.co.uk 3 OUR CREDENTIALS At H3 Partners, our mission is to provide clients with improved systems and processes to meet
More informationChange Agent s Guide to Change Management
Change Agent s Guide to Change Management SUCCESSFUL CHANGE CHANGES EVERYTHING L AMARSH.COM 505 N O R T H L A K E S H O R E D R I V E, S U I T E 1210 C H I C A G O, I L L I N O I S 60611 U S A P. 3 1 2.
More informationData2Diamonds Turning Information into a Competitive Asset
WHITE PAPER Data2Diamonds Turning Information into a Competitive Asset In today s business world, information management (IM), business intelligence (BI) and have become critical to compete and thrive.
More information3 rd GENERATION KNOWLEDGE MANAGEMENT and Beyond!
KNOWLEDGE MANAGEMENT TALKS: 3 rd GENERATION KNOWLEDGE MANAGEMENT and Beyond! Even given its short life span, Knowledge Management has clearly evolved through three distinct eras, and is already entering
More informationPage 2. Business Success Business OS: The Cloud Operating System for Small Business SMBs know there is a better way to run their Businesses.
Page 2 Business Success Business OS: The Cloud Operating System for Small Business SMBs know there is a better way to run their Businesses. The cloud can help. But how? SMBs without IT departments and
More information183 200% Driving Return on Mobility with Managed Services. million. 10.7 billion. internet usage on mobile devices has increased.
Driving Return on Mobility with Managed Services Mobility is transforming behavior and business The widespread adoption of mobile consumer devices and the public s familiarity with mobile technology is
More informationWHITE PAPER: OVERCOMING ROADBLOCKS TO SOFTWARE TRAINING AND MIGRATION
WHITE PAPER: OVERCOMING ROADBLOCKS TO SOFTWARE TRAINING AND MIGRATION 03 CONTENTS Introduction Roadblocks to Adoption 05 06 Money Saved by Training Users Benefits of Training Users Pre-launch Information
More informationWorkflows. The Missing Link in Your Business Practice Infrastructure
Embedded Workflows The Missing Link in Your Business Practice Infrastructure IMPORTANT DISCLOSURE: This paper was developed and is published by Schwab Intelligent Technologies ( SIT ) and is intended solely
More information