IEXEC Enterprise Essentials Companion Guide
BeschreibungiExec Enterprise Essentials Companion Guide is the official print companion to the Cisco(R) Entrepreneur Institute's new iExec Enterprise Essentials curriculum-innovative IT-related business education designed to help you transform organizations through the strategic use of IT and Internet applications. Working through a realistic, start-to-finish case study, you'll learn exactly how to use technology to help businesses enhance their processes and drive sustainable competitive advantage. Organized to fully align with the course's online curriculum, this is the only authorized iExec textbook. You'll begin by reviewing the global trends, opportunities, and strategic imperatives that now drive IT's usage. Next, you'll discover IT-enabled business strategies that increase productivity, efficiency, innovation, and profitability and learn how to trans-form any organization into an agile, high-performance Networked Virtual Organization (NVO).
Through hands-on practice, you'll learn how to assess and improve organizational readiness, enhance governance, Internet-enable internal and external processes, use portfolio management to plan business-driven IT investments, manage change, and more. Martha L. Young, president and founder of Nova Amber, LLC, has more than 19 years of experience in the technology market, working and consulting with Fortune 500 companies such as Lockheed Martin and Coors Brewing Company. She holds a B.S. in international business from the University of Colorado. Michael Jude, Ph.D., manages accounts for leading management solution vendors. He has more than 20 years of experience in telecommunications, as well as a Ph.D. in decision science from Walden University and an M.S. in engineering management and a B.S. in electrical engineering from the University of Colorado. Young and Jude are co-authors of The Case for Virtual Business Processes (Cisco Press).
* Master every topic and concept in the new Cisco Entrepreneur Institute's iExec Enterprise Essentials curriculum * Understand the global trends and business drivers behind today's investments in IT and Internet technologies * Build Networked Virtual Organizations that respond more quickly to customers, collaborate better with partners on value-added activities, and reduce cost by standardizing processes, data, and infrastructure * Perform external and internal situation analysis, create an e-vision for success, and build an effective business case * Implement strategic planning and portfolio management to create a successful Internet-enabled business roadmap * Prioritize opportunities for process improvement using the Internet and IT * Identify change management techniques that can reduce your risks Category: Computers and Networking Covers: Network Technology
InhaltsverzeichnisIntroduction xiv Module 1 Strategic Imperatives 1 Global Trends and Strategic Imperatives 1 The Impact of the Internet on Global Productivity and Competitiveness 2 The Internet and Global Productivity 2 The Convergence of IT Standards and Productivity 6 The Internet and Public and Private Sectors 7 The Public Sector 9 The Internet and Global Trends 10 Addressing the Global Trends 11 Conclusion 12 Exercise 13 IT and Its Effect on the Organization 14 IT and the Organization 14 IT and Productivity 15 IT and Efficiency 15 What Is Innovation? 17 IT and Innovation 17 Innovation and Efficiency Case Example 18 IT, Efficiency, and Innovation 19 IT and Customer Satisfaction 20 IT and Quality 21 Conclusion 22 Market and Business Drivers 22 Market Efficiency and Business Efficiency 23 Drivers of Market Efficiency and Business Efficiency 24 Efficient and Inefficient Markets and Businesses 25 Business Scenario 28 Conclusion 30 External Integration and Business Value 30 External Integration 31 Conclusion 37 Summary 37 Module 2 Management Strategies 39 Management and Strategy Fundamentals 39 What Is Value? 40 The Value Chain 44 Cost Advantage and Competitive Differentiation 48 Out-Tasking and Outsourcing for Competitive Advantage 49 Tasking and Outsourcing Table 51 Case Studies 52 Case Study 1: In a Decidedly Low-Tech Business, CEMEX Has a Surprisingly High-Tech Workforce Customer View 53 Case 2: IBSG Helps FedEx with a New Generation Sales Force Automation Platform 56 Case 3: British Airways-Getting in Shape with eWorking 60 Conclusion 66 The Business Value Framework 66 Overview of the Business Value Framework 67 The First "D": Financial Drivers 67 The Second "D": Business Differentiators 69 The Third "D": Improvement Disciplines 70 How Does It All Fit Together? 71 Conclusion 72 Networked Virtual Organizations 72 The Networked Virtual Organization 73 Strategy One: Customer Centricity 74 Strategy Two: Core Versus Context 75 Strategy Three: Continuous Standardization 75 Case Studies 76 Kennisnet Case Study 76 Centrelink 78 NVOs Delivering Returns 79 Module 3 Organizational Readiness 81 Introduction 81 What Is Organizational Readiness? 81 Leadership: The First Pillar of Organizational Readiness 82 Characteristics That Define IT-Savvy Leadership 83 Governance: The Second Pillar of Organizational Readiness 83 ICT-Centric Governance Characteristics 84 Competencies: The Third Pillar of Organizational Readiness 85 The Five Cs of Core Competencies 86 Technology: The Fourth Pillar of Organizational Readiness 87 IT-Ready Elements 88 What Makes Internet-Enabled Organizations Successful? 88 Formula for Success with IT 89 Value of Organization Readiness 91 Conclusion 92 IT Governance and Planning 92 IT Governance: What Is It? 93 The Role of IT and IT Governance 93 How to Manage Funding for IT Governance 94 IT Governance and Planning 94 Funding 95 Conclusion 100 Moving Toward Organizational Readiness 101 The Leadership Guide 101 Moving Toward Leadership Readiness 101 The Guidelines for Success 102 The Role of Leaders and Culture 102 Issues and Challenges 103 The Governance Guide 105 Moving Toward IT Governance Readiness 105 The Governance and Operations Framework 106 Issues and Challenges 106 Governance Best Practices 107 IT Governance Funding Options 107 Governance: A Best Practice Example Insert Case Study 108 PNB Paribas 108 The Competencies Guide 108 Moving Toward Competencies Readiness 109 Improving Performance and Outcomes 109 The Guidelines for Success 110 Competencies: A Best Practice Example 110 The General Electric (GE) Energy Initiative 110 The Technology Guide 110 Moving Toward Technology Readiness 111 Performance and Outcomes 111 Issues and Challenges 113 Best Practice List 113 Conclusion 115 Organizational Readiness Planning 115 Planning: The First Step to Improvement 115 Why Plan for Organizational Readiness? 115 Improving Organizational Readiness 116 Conclusion 117 Readiness Assessment and Plan Development 117 Why Assess Your Organizational Readiness? 118 Characteristics of Organizational Competencies 118 Tools for Assessing Organizational Readiness 119 Net Readiness Scorecard: What Do I Do with the Results? 121 Organizational Readiness Improvement Plan 123 Conclusion 124 Conclusion 124 Module 4 ICT Solutions 127 Understanding Internet-Enabled Solutions 127 Examining Workforce Optimization Solutions 141 Workforce Optimization 141 Finance 144 Human Resources 146 Learning and Development 149 Customer-Facing and Supply Chain Solutions 152 Customer Care 152 Manufacturing 157 Supply Chain Management 163 Conclusion 167 Module 5 Strategy Development 169 Introduction 169 Situation Analysis and Visioning 169 Planning Process Overview 170 Business Strategy 170 Situation Analysis and Visioning 171 Why Create a Business Strategy? 172 Internal Situation Analysis 177 Business Review 178 Visioning Statement 184 Conclusion 187 Module 6 Portfolio Management 189 Portfolio Management 190 What Is Portfolio Management? 191 Metrics 194 Company Shareholder Metrics 194 Business Performance Metrics 194 Operational Metrics 194 The Business Performance Framework 195 Top-Down Guidance 195 Bottom-Up Alignment 195 Review Current Initiatives 198 Identify New Opportunities 201 Prioritize Your IT Initiatives 205 Organizational Impact 205 Ease of Implementation 205 Project Selection 206 Build a Project Roadmap 207 Portfolio Management Example: Oasis Office 208 iValue Matrix 208 Which Projects Should Oasis Pursue? 208 Building a Project Roadmap 209 Business Process Management 209 What Is Business Process Management, and Why Is It Important? 210 Business Process and the Network Virtual Organization 212 Project Life Cycle Management 215 What Is Project Management? 216 Barriers to Project Success 217 Principles for Project Success 218 What Is Project Life Cycle Management? 219 Change Management and Adoption Strategies 220 What Is Change Management? 221 Adoption Strategies 224 Conclusion 226 Module 7 Business Case 227 Introduction 227 Creating a Business Case 227 Revision History 231 Revision Table 231 Executive Summary 231 Mission Statement and Vision 231 Situation Analysis 231 Business Issue(s)/Problem Statement 231 Solution 232 Benefits 232 Detailed Project Proposal 232 Project Overview 232 Business Requirements 232 Executive Sponsorship 233 Key Stakeholders 233 Team Members 233 Project Justification 233 Project Benefits 234 Project Success Measurements 234 Risks and Assumptions 234 Project Cost Summary 234 Initial Project Cost 234 Final Project Cost 235 Return on Investment 235 Sustainability Plan 235 Business Support Plan 235 Change Management Plan 235 Training Plan 236 Communication Plan 236 Approval 23 Appendixes 236 Financial Concepts 237 Financial and Nonfinancial Justification 237 Overview 237 Examples 238 Hard Cost Reduction 238 Increased Productivity 239 Nonfinancial Benefits 239 Common Financial Calculations 241 Which Calculation Is Best? 246 Metrics and Key Performance Indicators 247 Calculating an ROI for an IT Initiative Is Not That Different from Calculating an ROI for a Non-IT Initiative 247 Linking KPIs 249 Conclusion 250 Module 8 Conclusion 251 Course Summary 252 So, Where to from Here? 253 Index 255
PortraitMartha L. Young, president and founder of Nova Amber, LLC, has more than 19 years of experience in the technology market, working and consulting with Fortune 500 companies such as Lockheed Martin and Coors Brewing Company. She holds a B.S. in international business from the University of Colorado. Michael Jude, Ph.D., manages accounts for leading management solution vendors. He has more than 20 years of experience in telecommunications, as well as a Ph.D. in decision science from Walden University and an M.S. in engineering management and a B.S. in electrical engineering from the University of Colorado. Young and Jude are co-authors of The Case for Virtual Business Processes (Cisco Press).
Untertitel: illustrations. Sprache: Englisch.
Verlag: Cisco Systems
Erscheinungsdatum: Juni 2008
Seitenanzahl: 288 Seiten