Professional services are going digital. With more data collected and more ways to (affordably) analyse them, businesses can finally consider digital service suites credible alternatives to human contractors, especially when it comes to highly repetitive, data-reliant tasks. A major enabler of these suites has been analytics software that handle unstructured data, offering clients valuable unconventional insights into the firm’s operations. Its applications are almost endless: providers are building accounting solutions, strategy consulting solutions, cost intelligence, fraud control and many more on top of the data analytics backbone.
For the full story, please visit our sister blog: http://www.cibsys.com/automated-professional-services-your-very-own-digital-agent/
Once you decide on the high-level structure of your IT governance (as discussed in Setting up the right IT Governance – Part 1), you must flesh out the committee membership rosters, activities, and most importantly – accountabilities. Continue reading
Just recently, I was in discussions with a mutual friend whose role was to examine the effects of disruptive and revolutionary technology for a large, German engineering firm. It speaks volumes for this firm that they are far sighted enough to look at this and to even employ a small team to consider how market trends could affect them in the coming years.
Read the rest of the article here http://www.cibsys.com/index.php/disruptive-technologies-and-business-models-in-the-banking-sector/
With the recent new release of Strategy4IT I was discussing with colleagues whether you can scientifically optimise an IT portfolio. I think any high level IT manager will tell you that their job is more an art form than a scientific exercise! What we have done with Strategy4IT is to try and formalise the method towards IT portfolio optimisation rather than automate the strategic directions to be chosen (the scientific part of strategy, if you like). We felt that the tool is not intended to make the decision – the artistic part – but to facilitate the process and structuring of information to allow that decision making.
What has become clear over many years of consulting and management is that decisions based on well structured and succinct information are better than those based on either masses of detailed information (where it is easy to get lost in the detail) , or on pure gut feeling with no information.