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: Process improvement efforts often go hand in hand with a balanced scorecard (BSC). A BSC provides management with a set of key result indicators (KRI) to assess how the company is progressing toward strategic goals, such as “increase customer base.” For this type of goal, the KRI are tied to key performance indicators (KPIs). Explore how an application intelligence platform (AIP) can support a process improvement program.

Abstract: Currently, India’s population is approximately 1.0009 billion. The middle class is large and still growing; wages were low, but now are some of the best in various industries; many workers are well educated and speak English; and investors are optimistic and local stocks are up. Despite political turmoil, the country presses on with economic reforms. But for potential investors, there’s still cause for worry—find out why.

Abstract: The nature of the organized retailing market in India may present challenges for software providers, but the opportunity to tap into and benefit from this market's huge (and growing) potential can yield sizable returns for supply chain management software vendors.

Abstract: Analog Devices was the first company to implement a balanced scorecard company-wide on an Executive Information System. In fact, it has been running for 13 years. One of the major lessons that Analog learned was to trust the lead and lag relationship between non-financial and financial measures. This note was based in part from an interview with Art Schneiderman, pioneer of the balanced scorecard concepts at Analog Devices and Bob Stasey, VP of Quality at Analog Devices.

Abstract: St. Marys Paper Ltd. is a pulp and paper mill located in Sault Ste. Marie, Ontario (Canada). In 1989, it implemented a CHAMPS computerized maintenance management system (CMMS) to help reduce costs and improve efficiencies. In 1998, St. Marys decided to investigate potential vendors for a maintenance system upgrade. After reviewing several vendors, the mill again turned to CHAMPS.

Abstract: Professional services firms are not like other businesses. They have unique ways of working, unique challenges, and unique opportunities. While progressive project-based businesses have already embraced professional services automation (PSA)—achieving results and return on investment along the way—there are still many firms that have yet to fully automate their key business processes or integrate their knowledge base.

Abstract: A balanced scorecard is a measurement system for management that provides real insight into the status of a business or some part of it. Developed by Kaplan and Norton in the early 1990s, balanced scorecards provide a control system that helps ensure the right balance between different, and often times conflicting, perspectives. For example, an insurance company may increase profitability by offering incentives to claims assessors for taking a tough stance on payout, but will soon find dissatisfaction among its clients that may lead to lost business. Scorecards help ensure this balance and are an improvement over more traditional single dimension approaches that tend to be based purely on expense management and business growth.

Abstract: Information management, which includes both data and content management, is an essential element of service-oriented architecture (SOA). Taking a service-oriented approach to information data can thus help you achieve greater value from your information assets. Implementing master data management (MDM) services can provide a multiplier effect, by delivering high-value business services over and above information integration services.

Abstract: Organizations providing billable services to their clients can benefit from an enterprise resource planning solution. But what makes ERP for services different from solutions known as product portfolio management for professional services automation? And which is best for your organization?

Abstract: Since the late nineties, enterprise resource planning (ERP) vendors have developed functionality for vertical markets in the service industry. Simultaneously, professional services automation (PSA) became a viable software category. Consequently, deciphering the difference between ERP and PSA remains a challenge.

Abstract: Companies in the services industry need both asset and field services management, but current integrated asset and field services maintenance systems often fail to meet these organization’s needs. However, enterprise resource planning vendor Agresso appears to have just the right solution.

Abstract: In the larger schema of things, SOA would espouse general, more abstract concepts of software reusability and encapsulation within certain boundaries (as to then provide access to that software via defined interfaces), Web services would then make these SOA concepts vendor-independent due to their use of generally accepted standards, while BPM and BPEL would be some of the engines making the whole system work.

Abstract: When marketing managers look to expand their teams, they measure individuals on a number of different attributes, including creativity and attention to detail. And it’s no different when signing on with a marketing services provider. When outsourcing a database marketing solution, you should spend time evaluating the services offerings as well as the capabilities of various marketing services providers. Find out how.

Abstract: The capacity for service-oriented architecture (SOA) to provide a framework for next-generation enterprise telecommunications services has become a reality through the maturing of Web services technology. Such communications services can now take their rightful place alongside collaborating business processes to allow enterprises to achieve a fully integrated SOA, an architecture that can grow with the business and grow with technology.

Abstract: There’s no universal solution for Web services security. Sometimes, access lists programmed into the Web services themselves are sufficient. Other times, Secure Sockets Layer (SSL) may be more than adequate. However, when granular message processing and auditing is essential, dedicated extensible markup language (XML) and Web services security technology will prove necessary. Which options are right for you?

Abstract: Today’s economic environment requires you to evaluate whether your current financial institution is in it for the long haul and can offer the full breadth of services that you may need. Many of these vital services can be delivered from one source—your bank. Your primary concern in selecting a financial services institution should be the security of your assets and data. Find out what to look for, and what to avoid.

Abstract: Organizations often see a significant gap between their strategic plans and their ability to execute them, and many try to implement scorecards to solve precisely this problem. Unfortunately, most organizations look solely at the warning lights (how close are expenses and revenue to budget) rather than focusing on where they want to go—and how they’re going to get there.