Who is Your Chief Strategy Officer?
Even the most compelling strategy is useless if it isn’t implemented. But in many companies, no one’s driving execution.
Even the most compelling strategy is useless if it isn’t implemented. But in many companies, no one’s driving execution.
What are the key questions that an executive team should consider if they want to assess how they might manage the business strategy and their organization’s execution capability gaps.
What’s the biggest barrier to business innovation in today’s world?
It’s not lack of opportunity
Big changes in the world mean big opportunities for the companies that can take advantage of them.
How long should ERP implementations take? How much do they cost? How long does it take to recoup these costs? How long does it take to realize the benefits of the new system? These are the magic questions asked by thousands of companies around the globe.
With so much money at stake — after all, some ERP implementations can cost millions of dollars — the timing of such a technology project is critical.
The answer, as you might expect, is that it depends on many different factors.
Jelly beans are tricky business.
They look simple enough — little pills of confectionary goodness, a handful of colors, a handful of flavors, consumable by the handful. Nothing could be easier.
But at Jelly Belly — the gourmet jelly bean pioneer from Fairfield, Calif. — these tiny treats represent one of the most complicated global process manufacturing feats in the industry.
“Making jelly beans is an extremely, extremely complicated manufacturing process,” explains Dan Rosman, vice president of IT at Jelly Belly.
There are, he says, 50 official flavors of Jelly Belly jelly beans, with another 130 unofficial flavors in the mix. Each of those 180 flavors, from “buttered popcorn” to “stinky socks,” require seven to 14 days of cooking, cooling, molding, drying and shell-building to complete — a process it has taken the company 144 years to perfect.
And that’s just the beginning.
(This is the sixth of 7 articles discussing frustrations with the EPM industry. To be sure you don’t miss out on any articles of interest, please sign up for our weekly newsletter at http://www.epmchannel.com/register-for-our-weekly-digests/.)
I recently read an article on entrepreneurship that featured Richard Branson. In the article, Branson was quoted as saying that the “real opportunity in business is the ability to identify the frustrations in a particular area and have real solutions to remedy those frustrations.”
That started me thinking about the common frustrations that I have seen while working in the Enterprise Performance Management (EPM) industry for the last 15 years. Here are seven common frustrations that I see frequently along with some recommended solutions.
(This is the fourth of 7 articles discussing frustrations with the EPM industry. To be sure you don’t miss out on any articles of interest, please sign up for our weekly newsletter at http://www.epmchannel.com/register-for-our-weekly-digests/.)
I recently read an article on entrepreneurship that featured Richard Branson. In the article, Branson was quoted as saying that the “real opportunity in business is the ability to identify the frustrations in a particular area and have real solutions to remedy those frustrations.”
That started me thinking about the common frustrations that I have seen while working in the Enterprise Performance Management (EPM) industry for the last 15 years. Here are seven common frustrations that I see frequently along with some recommended solutions.