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Guidance for optimizing your IT investments, avoiding IT strategies that fail to support your business objectives, and leveraging IT for competitive advantage.
- Core Issue: Bridge the 21st-Century IT Infrastructure Gap
Orr, Ken | E-Mail Advisors | 12 November 2008 | Business-IT Strategies
What is true of bridges is also true of many large organizations' IT infrastructures and core applications. Underlying much of the slick Web 2.0 interfaces for many of the world's top companies are very old, very creaky core application systems with which these organizations run their worldwide operations. Like bridges in the US, large businesses face the high cost of maintaining or replacing these systems in order to not just compete in the future, but to just stay in business.
http://www.cutter.com/content/alignment/fulltext/advisor/2008/bit081112.html - Radical Delivery: How the Extreme Gets to Normal in 10 Steps
Andriole, Stephen J. | Executive Updates | 11 November 2008 | Business-IT Strategies
Let's role-play. Pretend that you are either starting a new company or -- with the help of a magic wand -- completely reengineering the technology delivery model at your current company. What do you do? Here are 10 steps to follow.
http://www.cutter.com/alignment/fulltext/updates/2008/bitu0819.html - Before Moving to Another Rescue Plan, Review Your Risks
Charette, Robert N. | E-Mail Advisors | 06 November 2008 | Enterprise Risk Management & Governance; Business-IT Strategies; Business Technology Trends & Impacts The last eight weeks have been fascinating to watch -- at least from a cold-eyed appraisal perspective of how ineffective risk mitigation efforts have been in slowing down -- let alone stopping -- the financial contagion that has spread across the globe.http://www.cutter.com/content/risk/fulltext/advisor/2008/erm081106.html - In a Downturn, a Wise Manager Keeps a Budgeting Eye on the Upswing
Adams, Dennis A. | E-Mail Advisors | 05 November 2008 | Business-IT Strategies
We must remember that a budget is a plan and plans are a stated intention for some future action. In other words, when we plan, we are attempting to make our actions and resources meet some future need or goal. The budgets we create are based on certain assumptions about the economy, our organization, our products and services, and our customers, employees, and suppliers.
http://www.cutter.com/content/alignment/fulltext/advisor/2008/bit081105.html - Behind the Uptick in Embedded/Process-Aware BI Analytics
Hall, Curt | E-Mail Advisors | 04 November 2008 | Business Intelligence; Business Technology Trends & Impacts
Here's an interesting finding: approximately 18% of end-user organizations indicate that they are using or developing embedded or "process-aware" BI analytics. This finding comes from a recent Cutter Consortium survey (conducted in October 2008) of 85 end-user organizations based worldwide that was designed to measure the extent that organizations are implementing various types of BI, data warehousing, and other analytic technologies and practices.
http://www.cutter.com/content/bia/fulltext/advisor/2008/bia081104.html - What's the IT Vision for Our Business in Times of Business Challenge?
Benson, Robert J.; Bugnitz, Tom | E-Mail Advisors | 29 October 2008 | Business-IT Strategies
Now that the economy is apparently in shambles, it may sound strange to assert that every business now needs to rethink its IT vision. Yet now's the time, for in chaos there often is opportunity.
http://www.cutter.com/content/alignment/fulltext/advisor/2008/bit081029.html - ITIL Readiness Assessment
Berry, John | Executive Updates | 04 November 2008 | Business-IT Strategies
Even for the well prepared, an IT Infrastructure Library (ITIL) implementation is a formidable prospect. Before organizations roll up their sleeves and plan tactical projects that fulfill this methodology's vision, as in a configuration management database or business services catalog, they might consider an ITIL readiness self-assessment first. While one of the oldest management planning techniques around, the self-assessment hasn't lost its diagnostic capability to provide IT managers a baseline of understanding as to how well equipped the organization is to succeed in carrying off the exceptional undertaking called ITIL.
http://www.cutter.com/alignment/fulltext/updates/2008/bitu0818.html - The Technology Five-Step: Why You Need to Do the Strategy, Architecture, Delivery, Organization, and Efficiency Dance -- Now
Andriole, Stephen J. | Executive Updates | 15 October 2008 | Business-IT Strategies
I love it when the number of things I have to do is limited to five or fewer. Psychologists tell us that we're good for seven, but my limit is five. Fortunately, the number really is five; here they are:
http://www.cutter.com/alignment/fulltext/updates/2008/bitu0817.html - Embracing Necessary Discomfort After 9/11
Pritchard, Carl | E-Mail Advisors | 23 October 2008 | Enterprise Risk Management & Governance; Business-IT Strategies
Everyone, eventually, gets somewhat comfortable. Be it with a car, a chair, a project, a job, or a business strategy, human nature drives us to strive for a comfort zone. Unfortunately, that's not a healthy place to be. We all remember 9/11, but it is with a memory that has been softened for many by the passage of time. It was February of 1993 -- eight and a half years earlier -- when the World Trade Center was bombed for the first time. Eight and a half years were enough for many folks to get comfortable again. Nine and a half years before that the US Marine Barracks in Lebanon were lost. Time to heal. And time to get comfortable. With the current economic turmoil, I've had two occasions to vividly remember 9/11 and to be reminded that while many have moved past the events of that fateful day, there are still those who relive them regularly. We can take a lesson from those people, as they have indelibly etched the lessons of that day into their lives. And those lessons apply to the business of risk in both our personal and professional lives.
http://www.cutter.com/content/risk/fulltext/advisor/2008/erm081023.html - Cutting Costs Versus Achieving Breakthrough Performance
Kellen, Vince | E-Mail Advisors | 22 October 2008 | Business-IT Strategies; Business Technology Trends & Impacts; Business Intelligence
I remember the phone call well. My boss asked for a 13% reduction in budget quickly. A bit numb, my first reaction was to object, but the tone in his voice suggested that I shouldn't. I had to let a day pass to get over the emotional reaction and then I got to work. How can I cut costs without making my future a living hell?
http://www.cutter.com/content/alignment/fulltext/advisor/2008/bit081022.html - The Business Technology Optimization Audit: Finding the Make Money/Save Money Zone
Cutter Consortium | Executive Reports | 01 October 2008 | Business-IT Strategies
As a percentage of gross revenue, technology budgets are growing. At the same time, the contribution that technology can make to the business is expanding. The key is to identify the technology acquisition, deployment, and support strategies most likely to help you save/make money. This Executive Report outlines a framework of assessments pertaining to strategy, leadership, culture, organization, awareness, technology, metrics, and sourcing. This framework yields the following audit areas: strategy; applications; networks; data; organizational structure, people, and corporate culture; metrics; benchmarks; security; and delivery. The report also highlights an approach for conducting optimization audits designed to determine where companies might save/make money through technology investments, the organization of technology, and how technology is delivered.
http://www.cutter.com/alignment/fulltext/reports/2008/10/index.html - Press Release: Cutter's Vince Kellen Outlines 10-Point Plan to Focus IT on Customers
Cutter Consortium | 16 October 2008 | Business-IT Strategies
Most firms, being primarily product- and not customer-centric, shield the IT shop from real customers. Product executives and their staff manage the product design and development process. This staff usually looks at how technology can potentially help the customer-business gap. But the customer's digital experience is sometimes shorted.
"In my scorecard," says Cutter Consortium Senior Consultant Vince Kellen, "most firms' customer-facing business processes are not firing on all cylinders. Most firms still can't quite get the