So top of the resolution list in 2015 for companies is to end data integration method referred to as “sneakerware”. So what is sneakerware?
The ERP marketplace is crowded, and it can be confusing to try and determine which ERP vendor best meets your needs.
By now you’ve heard of SaaS (software-as-a-service) and PaaS (platform-as-a-service), but how about CaaS – Crime-as-a-Service?
Finance teams are just as likely to be involved in such areas as IT development, cyber-security and strategic business planning as they are in more traditional areas, such as accounting and financial reporting.
Watching the World Cup made me think of the upcoming American Football season, and I began pondering how this sport is similar to the way the CFO, CIO, and other executives work with their managers and employees who must improve an organization’s performance using analytics, Big Data, and integrated enterprise and corporate performance management (EPM/CPM)…
“Competitive and ever-increasingly sophisticated in the marketplace” describes a company positioned for long term business survival. Complacency takes the business nowhere but into irrelevance-land, which I think we can all agree is not where most business owners wish to end up… it makes selling the company slightly more challenging. Even in markets which were once firmly held to be localized are now open to new – and new kinds of – competitors, due in most part to advancements the development of information technology (IT) as well as how it is applied. These days, competition is globally facilitated rather than locally, and it’s becoming the standard approach. Welcome to the cloud.
BPM systems are highly demanding in terms of scalability, traceability, serviceability and security. This results in a plethora of technical questions and requirements which simply ask too much of a typical business division. Why should a business user concern himself in detail with these sorts of questions, given that solving the problems they raise frequently extends far beyond his area of influence?
For the sake of this discussion, I will lump a Business Process Management [BPM] project into 4 categories – Analysis, Design, Construction and Implementation.
It has been my experience that the analysis and design categories usually take up about 75% of the project time. When expressing this opinion, most people will agree
In the digital future, enabling the customer is not a choice rather a survival imperative. The ability to steer the decision making by offering non-obtrusive and peer recommended options are the best suited modes of operation. Customers are more likely to prefer organizations (and driving routes) where they believe they are in charge and are not being manipulated. Organizations are better off letting the customers decide the best process to follow since that is exactly what brings in customer centricity.
Successful business intelligence has always been about negotiating the right tradeoffs between the needs of individual business people and the needs of the organization as a whole. In 2001, Bernard Liautaud, founder of self-service BI pioneer BusinessObjects wrote a book called eBusiness Intelligence: Turning Information Into Knowledge Into Profit that discussed these tradeoffs. He drew the analogy with systems…