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Columns, White Papers, Case Studies
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| "A definite 'ah ha!' event." |
| Karen Holcomb
Director, Corporate Operations, US Navy Aircraft Division |
managing investments in internal support functions as one would manage a portfolio of financial investments
do you know how important your business and cost planning processes are?
a concept from ITIL could make a huge difference this budget cycle
the right destination, but a flawed path
Strategy and Planning
describing what the organization is about, where it's going, and how it will behave
why IT strategy should not be driven by business strategy
the one-year plan for business, resources, investments, budgets and rates
how to keep up with the pace of change despite the pressures of daily business
Value of IT
this overused term is at risk of losing all meaning -- what's truly strategic?
do clients understand the value of what they get for their money?
Politics and Relationships
be careful how you define the word "partner"
USER, PARTNER, CUSTOMER, CLIENT
what's in a name? lots, including the key to customer focus, teamwork, and effective working relationships!
if you need it, you don't deserve it
THE ROLE OF STEERING COMMITTEES
a productive way to engage the business, or a bureaucratic albatross?
some simple rules to avoid burying yourself under committee bureaucracy
ERP AND COMMON BUSINESS PROCESSES
motherhood and apple pie, or the evil empire?
the organizational issues that make or break large, complex projects
Organizational Structure
establishing a competitive business within a business
is it really that important to report to the CEO, not the CFO?
why do business leaders choose to pay more for less?
how to coordinate a decentralized organization without ineffective dotted lines
a fad title that may be better left behind
some simple guidelines make the difference between a Chief Compliance Officer and a Chief Scapegoat
good governance or oppressive government?
relationship managers are an essential element of a healthy IT function; but all too often, they fail to achieve their potential and create a new set of problems
PROJECT MANAGEMENT OFFICE (PMO)
how to implement a PMO that helps everyone succeed
staff need clear job descriptions; but traditional "roles and responsibilities" can confuse accountability and seriously hamper performance
how to ensure that vendors work for your shareholders
MERGERS, ACQUISITIONS, AND CONSOLIDATIONS
achieving the synergies through a participative integration process
Products/Services and Contracts/SLAs
documenting the organization's products/services to clarify clients' expectations and staff's accountabilities
forming clear agreements for services and projects, the basis for accountability, teamwork, and resource management
Best Practices
imitating others may actually do more harm than good!
how to avoid the pitfalls in implementing best practices
process-improvement methods that had best know their place
Governance
systemic approach versus traditional oversight and audit
how regulations are used as an excuse for costly disempowerment
Teamwork
it doesn't take a project management guru to manage complex projects
TEAM-BUILDING AND HIGH-PERFORMANCE TEAMWORK
team-building is rarely the answer to problems with teamwork
Managing Staff
NEW YEAR'S RESOLUTIONS AND CORPORATE CULTURES
why, in both cases, some work and some don't
attracting, motivating, and retaining great people
Now updated and available in HTML for departmentwide access: The New Lexicon of Leadership: dictionary of terms used in leadership and organizational design.
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