Abstract: Chief information officer reporting relationships continue to be distanced from the strategy function. The marketing function is experiencing this same distancing from strategy. However, the two functions should be on the leading edge of strategy, rather than the receiving end.

Abstract: The credit and collection function is the most misunderstood, underutilized, and undervalued area of business. When allied with the sales function, controlled A/R can generate a significant cash inflow playing a huge role in the prospect-to-cash cycle.

Abstract: The competition is becoming relentless given a slew of WMS vendors delivering sophisticated collaboration, visibility, and SCEM functionality. Further many of them are also consistently profitable and have more visibility and mindshare.

Abstract: Besides the highly functional WMS, HighJump provides a comprehensive and adaptable suite of other SCE solutions. Thus, the company’s continued expansion, increases in research and development (R&D) investment, and its products’ flexibility, simplicity and highly competitive prices have been flying in the face of current pessimistic sentiment and tight purses in the IT market.

Abstract: Although a combination of factors bodes well for HighJump's success, a key differentiating word at its camp is 'adaptability'. HighJump's approach to adaptability starts with an application platform designed to manage change. The combination of a set of adaptability tools and the ability to embed business logic into reusable Lego-like 'building blocks' brings a level of system configurability that is relatively rare in application software today.

Abstract: With approximately 180 employees, HighJump Software is in growth mode with total revenue up 40% in fiscal 2002 and with current year over year revenue growth of 33%. More impressively, license revenue was up 60% last year and running at growth rate of 60% year to date. How does the relatively small SCE vendor accomplish it? Adaptability and broad functional footprint would be the keys to the answer.

Abstract: RFPs and selection tools typically focus on features and functions. The business process protagonists consider this focus old fashioned. However, users want and need an inventory or check lists of the functions to understand if the business process will work. One always has to start from somewhere, and there is no better place to start researching enterprise software than from its functional and technical capabilities.

Abstract: There is certainly room to ask the fundamental question of whether the traditional practice of RFI/RFP-based selection processes has been adequate for the task of selecting complex systems. The record indicates there is much room for improvement. In essence, for complex selections like in the case of enterprise applications, the human-machine combination has to work together to drive the solution.

Abstract: Owing to learning from the past experiences and to the help of specialized selection service providers, selecting an enterprise package has to a degree, become a routine occurrence in the life of an IT organization. Recently however, there has been much noise created by some pundits and vendors belittling the supposedly

Abstract: Many chief financial officers (CFOs) have started to take on new strategic roles. Their goals are to enforce stricter controls to ensure legal and regulatory compliance, offer strategic insights into the internal and external business environment, and connect the business strategy with daily operations through performance tracking. Learn more about the changing role of the CFO in today’s finance organization.

Abstract: Most project-oriented businesses are faced with poorly designed, archaic computer systems that have inadequate project reporting and accounting structures. This can limit the information provided to project managers for project reporting. However, properly designed work breakdown structure (WBS) systems give cost and general accounting the ability to rely on a simpler chart of accounts, while providing more project management flexibility.

Abstract: Dropped by its application service provider, Onsrud Cutter, a router bit manufacturer, decided to replace its enterprise resource planning system with a scalable, flexible, quickly installed solution. Further narrowing down its requirements to include customized reports, real time information, and e-business capabilities, the company selected Sage ERP X3. The installation took less than five months.

Abstract: The role of the finance team has changed recently, due to increased oversight from regulators, more active investors, and company-specific changes in business operations. What steps are companies taking to respond to the internal and external forces? Find out how finance often repairs core finance and operating activities, as exposed in the results of a survey and a series of interviews among senior finance executives.

Abstract: Can you relate to the following software demo situation? Jennifer, the sales engineer, is at the keyboard. She’s on a roll. She’s been setting the stage to show how her price matrix capability will eliminate costly errors. This is all-important to the prospect. She has the audience’s full attention and is steadily moving them toward her objective. Suddenly Robert, the account executive, interrupts from the back of the room. “Jennifer, I think this would be a great time to show how the information you’re working with updates the data warehouse and is immediately available for sales analysis purposes.” Everybody shifts their attention from Jennifer and the all-important price matrix capability to Robert and the equally important data warehouse function. In an instant, the momentum Jennifer has been building dies.

Abstract: It is hard to recall the last time an ERP implementation team included an auditor as an active member. This article explores key points in a project's lifecycle where the audit function should be involved and the deliverables to be expected.

Abstract: With the software industry offering greater options and depth of function , we do not hear the idea of a company building their own software very often, but the option is still discussed and is valid in some situations. When it is discussed, the enterprise often fails in fully evaluating the entire array of plus and minus points.

Abstract: An application product can never provide competitive advantage by itself, it is a function of how and how much is implemented. A good implementation of a commodity software product can give you a short-term advantage until the competition catches up.

Abstract: Business practices have changed dramatically through the years, but credit and collections is still handled like it was back in the 1950s. Fact is, it’s way past due to re-think this vital business function given today’s business realities.