Market-based management for labour markets and labour curation
Good overview of how the business architecture discipline bridges the strategy / executive gap (i.e. transformation)
This is interesting enough, I guess:
“While much attention has been given to ensuring the technical requirements for the project are delivered, the project team should also adequately plan for business transformation aspects of the implementation,” he wrote. “This includes the management of structural and process changes arising from the project, the delivery of adequate training around the new system and processes to end users, and ensuring appropriate support arrangements are in place.”
From: http://www.itnews.com.au/News/397958,nsw-transport8217s-mammoth-sap-overhaul-hits-delays.aspx
But I actually believe EPR implementations such as this have given “business transformation” a bad name.
An ERP implementation is a large and significant piece of work. I’d also agree that there are many aspects of an ERP implementation beyond the “technical requirements”. However, that doesn’t not make it a “business transformation”.
Typically, what is called “business transformation” for an ERP implementation is standardisation of business process (which is good) and compensation for failings in the product being implemented by changing business processes and then calling it “transformation” (not so good).
When I mention this I sometimes get told I “don’t get” ERP implementations. But by the time the ERP implementation is finished people usually understand what I mean……
Here’s a thought of the day:
The commoditisation of management: Defined as the process in which access to information means that any idiot who has just watched a TED talk can promote themselves as the pinnacle of leadership.
But I jest…
Google it.
Good overview of how natural capitalism – I.e. Full resource lifecycle accounting – will save the world.
Artificial intelligence meets the C-suite
Of course AI / big data will hit the C suite. In fact it might replace some executive roles – or at least force them to change.
A large part of [poor] executive management is asking the organisation to simplify and structure everything in order to ease executive decision-making.
How often do you have to simplify something for an executive audience? How often are you communicating excessively to achieve what you think is a simple decision?
I’m not saying good quality executives aren’t required. I’m just saying that executive management is as obsolete as big data is hard. Currently big data is pretty hard – but that’s changing.
Why We Need to Outsmart Our Smart Devices
A valid point that needs addressing.
I’ve never trusted brainstorming to come up with ideas. This is a good list of alternative activities.
Congratulations to Jason Davey and the folks at Bullseye on the their recent acquisition by Ogilvy. From the press release:
“In addition, we’re now operating in a fast-paced post-digital era where having a separate digital team no longer makes sense. We need to ensure digital is integrated into everything we do and not treated as a different channel.
…
Fox said Bullseye’s Managing Director Jason Davey would move into a senior management role to oversee all digital output and ensure true integration.Davey said of the move to become part of Ogilvy: “Specialist digital agencies are the dinosaurs of the future – it’s a natural evolution for a digital agency to broaden into a truly integrated offering. After 14 years growing our core digital capability, it’s exciting to be joining a world-class business such as Ogilvy to offer truly integrated customer experiences across all consumer touch points.”
My emphasis added.