Setting your ECM or BPM implementation strategy can appear to be pretty straightforward. After all, you either want to manage your content or manage your process. To achieve that, get some experts, get a good tool(s), and launch a project and presto!
If only life in this world were that easy.
In my last article I argued the case for an EPM framework that would provide a clear definition of what EPM is and how to identify systems that support it. The reason is that for many, EPM has become synonymous with planning and reporting, and while these are some of the capabilities of an EPM solution, unless their implementation is linked to strategic goals and driven through continuous management processes, the result will fall far short of what is actually required.
In this article I’m going to outline the components of an EPM Framework.
In 1971 computer engineer Ray Tomlinson used the Advanced Research Projects Agency Network (ARPANET) and a file transfer program called CPYNET to send what may have been the first email. Since then, email has evolved considerably — or has it?
Imagine for a moment that the only way you could have a car was to buy the individual components from one or more manufacturers. Suppliers would be selling the power of their engines, dashboard vendors would ‘wow’ you with their fancy dials and gauges, while those supplying the control mechanisms would impress you on the benefits of using the latest technology. As it would be up to you to put it all together, integration would be a key requirement for those with previous ‘car-building’ experience.
The traditional way of measuring value and business performance of a company is changing. For an increasing number of stakeholders, financial statements and balance sheet information just isn’t enough. Emphasis is now on sustainability, especially related to reputational risk and corporate image. A sustainability incident, like discovering child labor in the global supply chain, can be extremely harmful to brand value and thus revenue and profits.
To: CFO Research Services From: Senior finance executives Date: Fall 2011 Re: Growth prospects Dear CFO Research Services: You may think from our recent response to your survey questionnaire, entitled “Strategies for Better Business Insight,” that we see bright growth prospects ahead. You’d be wrong. The real picture is more complicated. Although a majority…
All too often, finance departments face the same challenges at the end of every reporting period—whether it’s monthend, quarter-end, or year-end. The department must prepare financial reports and statements such as balance sheets, cash flow statements, income statements, and increasingly, management reports, as well as provide information about key performance indicators. On top of that,…
The benefits of cloud computing—a high return on investment, greater staff efficiencies, optimization of IT resources, and enhanced visibility and access to information— have piqued the interest of CFOs and finance leaders who are actively evaluating the risks versus the rewards of the cloud delivery model. Although a steady migration to the cloud is happening…
As sales processes change with the economic conditions, marketing has been expected to become more responsive to return on investment. Obviously collecting customer data is not enough; marketing must contribute to the analytical process. Unfortunately, data is collected in multiple sources such as internal databases and external social networks. How can marketing effectively and successfully add value and dollars to the bottom line with the data available within the organization?
Talking to yourself isn’t a sign of craziness and can actually help you to get stuff done faster.
People who talked to themselves were able to find items more quickly, according to a recent study by Daniel Swingley at University of Wisconsin and Gary Lupyan at University of Pennsylvania.