Abstract: Business strategy, a road map telling us how the business plans to be successful, does not guarantee success. Strategy execution requires business processes that do what the strategy calls for--and do it well. In today's automated world, these business processes rely on business systems. Therefore, a direct link exists between the success of business strategy and business systems. Poor systems are a frequent reason for the failure of a business strategy.

Abstract: Executives and management consultants agree that effective business process management involves placing the day-to-day decisions into the hands of business operations managers. By applying operational business intelligence (BI)—which assembles data from the business as it happens, reports on it, and analyzes it—companies gain the necessary information and tools needed to make decisions and improve business performance.

Abstract: Enterprises of all sizes today face common problems dealing with handling increasing business complexity while reducing costs. The solution continues to be the automation of business processes. SAP is an established leader in addressing the needs of large enterprises. Building on that performance and identified best practices, SAP built and launched SAP Business One. SAP Business One was designed to offer small and medium businesses the same business streamlining and efficiencies at a scale and scope appropriate to their needs. IDC recently interviewed a number of companies that have successfully deployed SAP Business One. The purpose of our interviews was to determine what impact the software had on their productivity and cost reduction.

Abstract: As more business processes exist in an electronic universe, the need to manage the IT services that enable these processes increases. Business service management does this and achieves the IT alignment with the business necessary to ensure service improvement activities are prioritized with business objectives. Business service management applies the adage that if you improve IT, you improve the business. This paper presents an overview of business service management concepts and describes how Proxima Centauri provides a solution for this. It also describes how Six Sigma can be used as an underlying quality improvement process to eliminate the associated costs of poor quality.

Abstract: Aspen Technology recently announced its e-commerce initiative, Aspen e-Business, which is the first in a planned series of business-to-business e-commerce applications. As part of the initiative, AspenTech will partner with business-to-business application vendor Extricity Software, Inc. to deliver e-commerce solutions. Though Aspen lags behind other enterprise application software vendors in e-commerce offerings, recent business restructuring efforts and its hold on the process manufacturing segment may lead to success.

Abstract: For over a decade, organizations have struggled with a gap between IT and business due to shifts in perceptions of what business intelligence (BI) should be. Often, skilled IT workers get stuck in low-level reporting roles, while business workers can’t access and analyze information fast enough to make strategic decisions. This discussion with an industry technologist offers some ideas for bridging the IT/business gap.

Abstract: Nowadays, it’s easy to spend nearly as much time trying to make the pieces of your supply chain work together as you actually spend working. Managing disparate systems and solving communication issues create challenges that keep your business-to-business (B2B) solutions from working in sync. Find out how integrating the technology, business processes, and communication of your entire business community can help.

Abstract: This note is intended to provoke thought regarding some of the dramatic incidents that occurred in the field of asset management in 2003, as well as address some of their more immediate consequences and ramifications of changing societal attitudes regarding the failure of physical assets. In particular it examines the impact of these events on issues such as the selection and implementation of enterprise management software, the use of call centers and the outsourcing of asset management functions. There is also an overview of the evolution of asset management throughout the world that has brought us to this point.

Abstract: Written for the IT outsourcing community, this document describes an approach for measuring the business value of IT in order to focus service provision activities on areas that are of priority to the client. It introduces a quality improvement process that can decrease the cost of service provisioning without impairing service quality. The intended audience includes those responsible for designing a solution, managers of an existing service, and people bidding for new business looking to differentiate their services. By measuring and reporting on the business value of an IT service, outsourcers' clients see the contribution being made to the success of their clients' business ventures. As a result, the outsourcers' relationships will transition from supplier to partner, they become better placed to exploit new business opportunities, and save money by focusing efforts on areas that are important to their clients.

Abstract: In the present context of business, it is becoming essential for the business world to provide electronic commerce in addition to their good old business model. An electronic commerce application adds lot of value to business models and helps overall growth in the different areas of business, business management, tracking, and customer support. Customers find it’s much easier to access the products and services of a corporation through an e-commerce application and corporations find it easier to reach their customers.

Abstract: The plm user landscape is changing

Abstract: A growing measure of business performance is financial performance management. Leveraging business intelligence (BI) to map business performance goals requires integrating and consolidating information. Systems Union is embarking on a strategy to triumph in this market.

Abstract: Business changes constantly in small ways and large. It is rare to find an application product that can change once it is implemented. This gap is a reality leading to dissatisfaction and the application being a drag on the business. This gap, the lack of the ability to change, costs the business dearly. Software needs to be the agent of change, not the enemy of change.

Abstract: Business processes must be enabled across the artificial boundaries of disparate applications that must work together to support these business processes. To that end, business process management (BPM) could assist in compliance issues, can reduce training requirements, and increase the overall efficiency of a business.

Abstract: In today's highly competitive business climate, the quality and timeliness of business information for an organization is not only a choice between profit and loss, it is a question of survival or bankruptcy. No business organization can deny the inevitable benefits of business intelligence.

Abstract: Stampede 2002 has radiated moderate optimism within VARs and other attendees, in a sharp contrast with many other user or industry conferences where we have felt a generally somber, anxious, or at least subdued mood. Small wonder for this isolated ebullience, given that, despite the current soft market, both MBS and most of its partners are still operating well, are discussing closing new accounts, and even expanding.

Abstract: IT, the Internet, and outsourcing have changed the way business is managed by providing what business demands. Many small or large companies that adopt IT and the Internet achieve competitive differentiation, operational excellence, and the flexibility to adapt to ever-changing business conditions. The next big thing to alter the ways business is done will be mobile technology. Learn about the challenges of going mobile.

Abstract: Developing business acumen isn’t easy, but it is fundamental to business alignment. What does that mean exactly? It means understanding what it takes for a business to make money, and it involves the financial literacy of how strategies, decisions, and actions impact the bottom line. Through classroom-based training, your managers and employees can learn how these connections are made to the business. Find out more.