Abstract: It’s not enough to develop a strategy for your enterprise; real success comes from effective execution of that strategy. Prioritization, improvement, and control are the key steps involved in enterprise strategy execution. But before leaping right into deployment, you might need a few more details. Learn how planning your objectives and fixing performance gaps gives you control of improvement gains—now and in the future.

Abstract: The National Geographic Society’s (NGS) Genographic Project is a five-year worldwide scientific study to trace the migration of humanity across the planet. After gathering over 210,000 genetic samples, NGS faced the challenge of processing the massive amounts of data collected. Learn how NGS chose a combination of solutions that helped it gather, manage, secure, store, and analyze hundreds of thousands of genetic samples.

Abstract: The divide between strategy development and strategy execution can be overcome by creating balanced scorecards. Prioritize your objectives to determine which are most critical. Then cascade objectives and metrics down and across the organization, creating linked and related—but not identical—scorecards for each critical area. These and five other tips for scorecarding success will move you in the right direction.

Abstract: Oracle's vision of a complete collaborative e-Business solution requires a database strategy, an application server strategy, and an e-business strategy. Will users buy into this vision?

Abstract: Decision Making: Latest news

Abstract: SSA Global's Client Forum has reinforced our impression that the vendor's product strategy is an effective strategy that addresses the realities of today's market. However, the execution is not without challenges. Although we found confusion on the part of a few, customers appeared supportive of the SSA strategy.

Abstract: For years, Catalyst International was a leading public WMS/SCE vendor before missteps by its previous management team caused serious problems in strategy and execution. Over the past few years Catalyst's turnaround strategy has returned it to growth and profitability. As a result, it has recently been acquired by ComVest, a wealthy, private investment firm. This development may indicate private equity investors' renewed interest in this market and might validate the company's turnaround strategy that began in late 2001. Still, the question remains whether the anticipated infusion of capital from ComVest will enable Catalyst to become a consolidator and rejoin its mightier direct competitors in the industry's upper echelon.

Abstract: DoubleClick agreed to purchase NetCreations in a stock exchange valued at $191 million. NetCreations is the leader in ethical direct mail advertising. DoubleClick’s policies have led to protests and front-page news. How will a marriage between these two kids from different sides of the tracks work out?

Abstract: As marketing budgets shrink and companies in the corporate services industry aim to leverage their Web sites as less expensive alternatives to traditional marketing tools, Web-site strategy is becoming more important. Web-site strategy must focus on enhancing credibility, strengthening existing relationships, generating leads, and more. Get tips on how to create a Web-site strategy that will help you achieve these goals.

Abstract: Cisco Systems (NASDAQ: CSCO - news) and iBasis (NASDAQ: IBAS - news) today announced that they are joining forces to deliver carrier-class, IP-based, Unified Communications services.

Abstract: Increasingly complex regulatory requirements in the health care industry have intensified pressures on health systems to assure compliance and operational governance while maximizing business performance. This study draws on a survey conducted by Healthcare IT News and Healthcare Finance News to share strategies that will improve governance, compliance, and business performance across today’s health care organization.

Abstract: IT initiatives driven within silos, where each department maintain its own project management office, inhibits the overall cohesiveness and effectiveness of corporate strategy. This document outlines best practices to centralize and deliver a scalable and robust project management framework strategy.

Abstract: A customer relationship management (CRM) system is inherently valuable for supporting customer acquisition and retention by gathering data from each contact with customers and prospects. Collecting data, however, cannot be isolated from a strategy for actually using that data. Here is an overview of how to evolve the focus of a data strategy to specifically suit both the acquisition and retention phases.

Abstract: J.D. Edwards has been trying hard to reverse a continuing decline of license revenue, which is in a sharp contrast to its direct competitors’ upbeat postures. During this year's FOCUS conference for its QUEST User Group, J.D. Edwards demonstrated somewhat more galvanized strategy than the one it initiated and less successfully executed during the last year. With its renewed mid-enterprise focus and commitment to deliver customer-driven solutions, the company seems to be going back to its mid-market roots.

Abstract: One of the best starting points for determining a web site strategy is to understand both the market that your company operates in and the needs of your key stakeholders. But most companies today are highly complex and political, making the identification and prioritization of stakeholders a difficult task. Discover the three key broad stakeholder groups that you need to factor into your web strategy planning.

Abstract: To gain a competitive advantage, manufacturing companies that sell complex products are implementing a configurability strategy that provides more options using fewer resources. Learn about the two interrelated phases of a configurability strategy: developing the product—which emphasizes the essential functionality of a product configurator—and executing the lead-to-order (LTO) process in a lean manufacturing environment.

Abstract: For many organizations, there is a disconnect between strategy and day-to-day activities. Strategy, resources, and risks are discussed at the executive level, but day-to-day activities and performance metrics are not connected to them. As a result, organizations can measure performance, but can’t manage it. The key to breakthrough performance management is tying performance metrics, resources, and risks to strategic objectives.

Abstract: Companies face stiff competition driving products toward commoditization, resulting in prices being squeezed. To fight this trend, sales and marketing want to offer more products. The downside of this strategy is that higher costs associated with product proliferation heavily erode the bottom line. However, there is a strategy that lets companies resolve this dilemma, and it’s called attribute-based product management.