Tagged ‘Innovation’
The concept of business intelligence has been evolving since its inception in 1958 and its rapid development in the 1990s. The idea that an organization has to gather information about itself and its competitors is a core tenet of business dogma. The methods have changed and the people have changed but the basic ideas remain the same.
Any predictions about the future and particularly given the speed at which technology and business practice is changing, is purely speculative. In this article I attempt to put my own perspective of the future risks and opportunities in this area.
The first major development I expect is that business intelligence as a concept will have greater profile and influence over the average business structure. The entrance of competitors and the need to constantly revise practice in line with new trends means that without good business intelligence, firms will be hampered in the extent to which they can make viable ventures. Read the rest of this entry
Information Technology (IT) is the strength of every business. IT is rarely used for planned thinking, but the investments in the IT enabled projects have been in huge demand. If you think, it is just a computer application, and then you are very wrong. I am sure, each and every organization has the knowledge of the advantages, effects and the implications of the Business IT.
Almost everyone is well aware of the fact that the IT is capable of making maintainable and sustainable competitive benefits. In the business arena, the IT is used through value chain of activities that facilitates the business organization to control and optimize the operational functions for effortless decision making process. Read the rest of this entry
Processes are the story that describes the reality of the business performance management program. It is therefore important to ensure that the responsible officers are aware of the processes and have the tools or aptitudes that are required to monitor process and manage it effectively. The failure of a business performance program is a direct result of failing to manage processes. Woe to those who take a perfunctory attitude. The goals will mean nothing if you cannot competently map the journey.
The first thing to recognize that process means that activities are interrelated. The negligence of one part will lead to the collapse of other parts. The need to keep a strategic perspective to any activities will become even more acute if there is a particular problem with a process that requires undue attention from the managers. If a consequence of this attention is that other parts of the project fail, then it will show a lack of attention to the idea of strategic oversight.
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