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Icons Used in This Book
by Ph.D. Michael Jude, Martha Young
iExec Enterprise Essentials Companion Guide
Copyright
Icons Used in This Book
Command Syntax Conventions
Introduction
Welcome to the Business Essentials Program
Course Overview
Critical Business Decisions
Course Objectives
Organization of This Book
Module 1: Strategic Imperatives
Module 2: Management Strategies
Module 3: Organizational Readiness
Module 4: ICT Solutions
Module 5: Strategy Development
Module 6: Portfolio Management
Module 7: Business Case
Module 8: Conclusion
Having completed this program, you should now be able to
1. Strategic Imperatives
Global Trends and Strategic Imperatives
The Impact of the Internet on Global Productivity and Competitiveness
The Internet and Global Productivity
The Convergence of IT Standards and Productivity
The Internet and Public and Private Sectors
The Public Sector
The Internet and Global Trends
Addressing the Global Trends
Conclusion
Exercise
IT and Its Effect on the Organization
IT and the Organization
IT and Productivity
IT and Efficiency
What Is Innovation?
IT and Innovation
Innovation and Efficiency Case Example
IT, Efficiency, and Innovation
IT and Customer Satisfaction
IT and Quality
Conclusion
Market and Business Drivers
Market Efficiency and Business Efficiency
Market Efficiency
Business Efficiency
Drivers of Market Efficiency and Business Efficiency
Efficient and Inefficient Markets and Businesses
Business Scenario
Conclusion
External Integration and Business Value
External Integration
Conclusion
Summary
2. Management Strategies
Management and Strategy Fundamentals
What Is Value?
The Value Chain
Cost Advantage and Competitive Differentiation
Out-Tasking and Outsourcing for Competitive Advantage
Tasking and Outsourcing Table
Case Studies
Case Study 1: In a Decidedly Low-Tech Business, CEMEX Has a Surprisingly High-Tech Workforce Customer View
Background
Challenge
Solution
Results
Next Steps
Case 2: IBSG Helps FedEx with a New Generation Sales Force Automation Platform
Customer View
Background
Challenge
Solution
Results
Next Steps
Case 3: British Airways—Getting in Shape with eWorking
Executive Summary
Background
Challenge
Solution
Benefits
Huge Savings
Motivation Through Choice
Self-Servicing Queries
Key Facts
Brief and to the Point
Intranet over the Internet
The Revolution Has Begun
Conclusion
The Business Value Framework
Overview of the Business Value Framework
The First “D”: Financial Drivers
The Second “D”: Business Differentiators
The Third “D”: Improvement Disciplines
How Does It All Fit Together?
Conclusion
Networked Virtual Organizations
The Networked Virtual Organization
Strategy One: Customer Centricity
Strategy Two: Core Versus Context
Strategy Three: Continuous Standardization
Case Studies
Kennisnet Case Study
Centrelink
NVOs Delivering Returns
3. Organizational Readiness
Introduction
What Is Organizational Readiness?
Leadership: The First Pillar of Organizational Readiness
Characteristics That Define IT-Savvy Leadership
Governance: The Second Pillar of Organizational Readiness
ICT-Centric Governance Characteristics
Competencies: The Third Pillar of Organizational Readiness
The Five Cs of Core Competencies
Technology: The Fourth Pillar of Organizational Readiness
IT-Ready Elements
What Makes Internet-Enabled Organizations Successful?
Formula for Success with IT
Value of Organization Readiness
Conclusion
IT Governance and Planning
IT Governance: What Is It?
The Role of IT and IT Governance
Strategies for Implementing a Successful IT Program
How to Manage Funding for IT Governance
IT Governance and Planning
IT Governance Risk
Funding
Three Funding Models
Standards
Execution
Importance of Communication
Measurement
Importance of IT Governance Planning
Conclusion
Moving Toward Organizational Readiness
The Leadership Guide
Moving Toward Leadership Readiness
The Guidelines for Success
The Role of Leaders and Culture
Issues and Challenges
The Governance Guide
Moving Toward IT Governance Readiness
The Governance and Operations Framework
Issues and Challenges
Governance Best Practices
IT Governance Funding Options
Governance: A Best Practice Example Insert Case Study
PNB Paribas
The Competencies Guide
Moving Toward Competencies Readiness
Improving Performance and Outcomes
The Guidelines for Success
Competencies: A Best Practice Example
The General Electric (GE) Energy Initiative
The Technology Guide
Moving Toward Technology Readiness
Performance and Outcomes
Issues and Challenges
Best Practice List
Conclusion
Organizational Readiness Planning
Planning: The First Step to Improvement
Why Plan for Organizational Readiness?
Improving Organizational Readiness
Step One: Evaluate Your Organization
Step Two: Build Core Competencies for Organizational Readiness
Step Three: Develop an Organizational Readiness Plan
Conclusion
Readiness Assessment and Plan Development
Why Assess Your Organizational Readiness?
Characteristics of Organizational Competencies
Tools for Assessing Organizational Readiness
What Is the Net Readiness Scorecard?
Why complete a series of NRSs?
How to Use the Scorecard to Assess Your Organization’s Readiness
Evaluating Your Scores
Net Readiness Scorecard: What Do I Do with the Results?
Determine Strengths, Weaknesses, and Disagreements
Generate a List of Possible Solutions
Organizational Readiness Improvement Plan
Conclusion
Conclusion
4. ICT Solutions
Understanding Internet-Enabled Solutions
Examining Workforce Optimization Solutions
Workforce Optimization
Finance
Human Resources
Learning and Development
Customer-Facing and Supply Chain Solutions
Customer Care
Manufacturing
Supply Chain Management
Conclusion
5. Strategy Development
Introduction
Situation Analysis and Visioning
Planning Process Overview
Business Strategy
Getting from Here to There
Situation Analysis and Visioning
Why Create a Business Strategy?
Internal Situation Analysis
Business Review
What is a SWOT analysis?
How do you perform a SWOT analysis? Categorize
Visioning Statement
Conclusion
6. Portfolio Management
Portfolio Management
What Is Portfolio Management?
Metrics
Company Shareholder Metrics
Business Performance Metrics
Operational Metrics
The Business Performance Framework
Top-Down Guidance
Bottom-Up Alignment
Review Current Initiatives
Identify New Opportunities
Prioritize Your IT Initiatives
Organizational Impact
Ease of Implementation
Project Selection
Build a Project Roadmap
Portfolio Management Example: Oasis Office
iValue Matrix
Which Projects Should Oasis Pursue?
Building a Project Roadmap
Business Process Management
What Is Business Process Management, and Why Is It Important?
Business Process and the Network Virtual Organization
Project Life Cycle Management
What Is Project Management?
Barriers to Project Success
Principles for Project Success
What Is Project Life Cycle Management?
Change Management and Adoption Strategies
What Is Change Management?
Adoption Strategies
Conclusion
7. Business Case
Introduction
Creating a Business Case
What is a business case, and why should you create one?
When Should You Create a Business Case?
The Major Components of a Business Case
What Are the Major Components of a Business Case?
Revision History
Revision Table
Executive Summary
Mission Statement and Vision
Situation Analysis
Business Issue(s)/Problem Statement
Solution
Benefits
Detailed Project Proposal
Project Overview
Business Requirements
Executive Sponsorship
Key Stakeholders
Team Members
Project Justification
Project Benefits
Project Success Measurements
Risks and Assumptions
Project Cost Summary
Initial Project Cost
Final Project Cost
Return on Investment
Sustainability Plan
Business Support Plan
Change Management Plan
Training Plan
Communication Plan
Approval
Appendixes
Financial Concepts
Financial and Nonfinancial Justification
Overview
Examples
Hard Cost Reduction
Increased Productivity
Nonfinancial Benefits
Common Financial Calculations
Payback Period
NPV
Net Present Value: Discounting
Net Present Value: Calculating NPV
IRR
ROI
Which Calculation Is Best?
Metrics and Key Performance Indicators
Calculating an ROI for an IT Initiative Is Not That Different from Calculating an ROI for a Non-IT Initiative
Components of an Internet-Enabled Solution
Value Indicators
Linking KPIs
Conclusion
8. Conclusion
Course Summary
So, Where to from Here?
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