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 organizational change models

Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

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Recruitment and Staffing RFI/RFP Template

Organizational Structures and Modeling, Corporate Branding, Sourcing, Applicant Tracking, Assessment and Selection, Governance and Compliance, Vendor Management System Portal (Staffing Agencies), Analytics and Reporting and Product Technology 

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Documents related to » organizational change models

Time to Change: New Thoughts on Supporting Business Change Fast and Flexibly


To succeed in ever-changing market conditions, you must manage and navigate an information network of business partners. Though you may have long focused your IT efforts on automating internal processes to save money, now you need to rethink how technology can support and transform the way decisions are made and business is conducted—both within and across your boundaries, focusing on key business processes. Learn more.

organizational change models  models to manage their organizational costs, minimize spend, and maximize profitability. These solutions natively integrate universally used productivity tools such as Microsoft Excel with unified data stores to preserve data integrity and consistency for EPM processes. Breaking the Barriers of Traditional Business Intelligence Solutions With the business intelligence solutions and information management solutions in the SAP BusinessObjects portfolio, companies gain an industry-leading intelligence Read More

Goal-oriented Business Process Management


The trend toward more flexible ways of working, shorter organizational reaction times, and the ability to fully embrace market unpredictability, is a powerful force that, while positioning business process management (BPM) at center stage, also strains conventional approaches and tools beyond their limits. Discover how goal-oriented BPM goes beyond current BPM practices to better address current business challenges.

organizational change models  process visibility even across organizational boundaries. Encapsulation of tactics. The set of plans attached to a given goal represents a collection of alternative operating tactics. The details of these tactics do not spark dependency chains across involved systems. Lowered model maintenance costs. The widespread use of declarative specification reduces the dependence on fine details allowing models that are both more stable and easier to change. Moreover, plans can be reused and combined with ease. Read More

The High Cost of Change for ERP: What Does it Cost to Keep Up to Date?


Companies are finding it difficult and costly to update and modify enterprise resource planning (ERP) systems after they have been installed. The question isn’t whether an ERP solution supports change, but rather at what cost? How quickly can adjustments be made, and what stresses do such changes place on the organization. To answer these questions, this paper provides results from a survey of senior finance executives.

organizational change models  High Cost of Change for ERP: What Does it Cost to Keep Up to Date? Companies are finding it difficult and costly to update and modify enterprise resource planning (ERP) systems after they have been installed. The question isn’t whether an ERP solution supports change, but rather at what cost? How quickly can adjustments be made, and what stresses do such changes place on the organization. To answer these questions, this paper provides results from a survey of senior finance executives. Read More

Adopting Service-oriented Architecture Increases the Flexibility of Your Enterprise


Time was, information technology (IT) systems lasted much longer. Organizational restructuring was uncommon, as business did not really require it. However, with ever-shrinking business cycles, IT must now be capable of quickly adapting to changing business needs. That’s why present-day IT systems must be built to change—and services-oriented architecture (SOA) may just hold the key.

organizational change models  be built to change. Organizational structure and culture now must reflect this change for efficiency. The modern day enterprise demands that its resources '' technology, people and processes '' should be plug-and-play ready, to help it become a flexible enterprise. In this paper, we discuss how Service Oriented Architecture (SOA) enables flexibility in the enterprise. Flexibility leads to quicker adoption of business opportunities and thus, an increase in revenues. Drivers SOA brings a paradigm change in Read More

Business Process Analysis versus Business Process Management


Business process analysis (BPA) vendors are trying to enter the business process management (BPM) market by marketing themselves as BPM solutions. This article discusses the differences between BPA and BPM vendors, and examines the benefits of each.

organizational change models  1980s were on drastic organizational changes. In retrospect, the BPR approach of trying to change everything at once seems a bit extreme. Therefore, current BPM solution providers market a more subtle approach, in which changes are incremental and less drastic than with the old BPR tactics. Nonetheless, there are times when a more radical approach to process modeling and redesign is called for in order for an organization to position itself differently in the market. Moreover, businesses have a tendency Read More

Identifying Critical Change Control Failure Points


There are key systems in every infrastructure where unapproved change can pose significant business risk. These guidelines show you how to properly categorize these systems in order to identify those that have risk characteristics. By learning how to identify critical change control failure points in your infrastructure, you reduce the threat of costly downtime, potential security breaches, and compliance weaknesses.

organizational change models  Critical Change Control Failure Points There are key systems in every infrastructure where unapproved change can pose significant business risk. These guidelines show you how to properly categorize these systems in order to identify those that have risk characteristics. By learning how to identify critical change control failure points in your infrastructure, you reduce the threat of costly downtime, potential security breaches, and compliance weaknesses. Read More

On-boarding for Organizational Growth


This white paper explores some of the drivers of the current focus on on-boarding, walks through some of the financial implications of improving the on-boarding process, and outlines a model of on-boarding that spans the employee lifecycle. By attending to these aspects of selection and on-boarding, organizations will be better placed to deliver excellent customer service and to retain their staff as economic growth takes a firmer foothold.

organizational change models  boarding for Organizational Growth This white paper explores some of the drivers of the current focus on on-boarding, walks through some of the financial implications of improving the on-boarding process, and outlines a model of on-boarding that spans the employee lifecycle. By attending to these aspects of selection and on-boarding, organizations will be better placed to deliver excellent customer service and to retain their staff as economic growth takes a firmer foothold. Read More

CRM: The Truth, The Whole Truth And Nothing But The Truth(For A Change)


Finding out the true facts about what makes CRM tick and how fast it circles the ROI clock—if it indeed reaches ROI-has long frustrated potential CRM implementers looking for answers. And getting good answers really matters, because their only alternative to being forewarned may be leaping into enterprise-wide, mega-bucks, change management-laden CRM implementations—and testing the depth of the water with both feet. For the first time, there are statistically-based, substantive answers to many questions about CRM.

organizational change models  business strategies, people and organizational change that generate the returns. Software sellers wanting to sell their applications before customers discover what functionality they really need . Very un-CRM-like, but most software vendors treat CRM system sales as a one-time event. CRM consultants specializing in reengineering individual-level work processes and selecting (often selling) CRM software . Unfortunately, clients need much more support in the strategic areas—building strategies that add Read More

A 4-phase Approach to Instituting Change Management


Day-to-day IT requirements are often managed at the expense of strategic goals. But if you can consistently control change in your IT environment, you’ll be that much closer to resource efficiency and risk mitigation. Learn about a four-phase change management methodology that, when used with enterprise software, can help you detect, track, and analyze change—for continuous improvements and more budget for new projects.

organizational change models  4-phase Approach to Instituting Change Management Day-to-day IT requirements are often managed at the expense of strategic goals. But if you can consistently control change in your IT environment, you’ll be that much closer to resource efficiency and risk mitigation. Learn about a four-phase change management methodology that, when used with enterprise software, can help you detect, track, and analyze change—for continuous improvements and more budget for new projects. Read More

Knosys Seeks Clarity With A Name Change


Knosys, Inc. has announced that it has changed its company name to ProClarity Corporation. The goal of the name change is to leverage the strength of the ProClarity product line and to align its corporate and product brand identities. The company also announced the release of ProClarity 4.0, the latest version of their analytic platform.

organizational change models  Seeks Clarity With A Name Change Knosys Seeks Clarity With A Name Change M. Reed - May 25, 2001 Event Summary Knosys, Inc. has announced that it has changed its company name to ProClarity Corporation . The goal of the name change is to leverage the strength of the ProClarity product line and to align its corporate and product brand identities. ProClarity Corporation stated that it will continue to empower companies to increase efficiency and effectiveness by providing a platform for delivering Read More

Driving the Change Agenda through a Low Overhead Program Office


You are your Projects! They maintain your corporate vitality. A Program Office can significantly contribute to strategy realization by ensuring that the right projects are launched in the right manner, at the right time, for the right reasons.

organizational change models  availability, integration and other cross-organizational issues. IT Implications IT is continually at the end of the whip. A small wrist jerk by the business causes an amplified impact (and frequently a sharp stinging sensation) on the IT organization and infrastructure. In addition, IT is often paralyzed or disabled by conflicting or inconsistent commands from within the organization. The creation of a Program Office provides IT with an important and actively engaged ally at the executive level. It Read More

Monetizing Services in the New Hyperconnected World: Shifting Business Models from Products to Services


In industries as diverse as high tech, financial services, and telecommunications, companies such as yours are rapidly changing their business models and launching new hyperconnected services via the Internet and wireless networks. This white paper examines the challenges of monetizing these new services in today’s economy—and proposes solutions that will help you achieve your goals.

organizational change models  monetizing services in the new hyperconnected world: shifting business models,in the cloud services,mobile business models,innovative new business,monetizing mobile Read More

Retained IT Staff: On e Size Doesn’t Fit All Models


Retaining good IT staff for clients is no easy task. They face issues regarding competitive rates, contracts, benefits, liabilities, and more. So how do companies determine if they have the right model of retained staff? Or how much of a firm’s IT should be outsourced? What are the typical billing models used by service providers? Get help with these and other questions, addressed from the service provider’s perspective.

organizational change models  IT Staff: On e Size Doesn’t Fit All Models Business Continuity Management must expand beyond the traditional IT focus to include the Business Unit operational needs. These include relocation, revised operational procedures at the relocation site, staffing, provisioning for the relocation site, human impact from the disaster, corporate policies on compensation until normal operations resumes, supply chain or outsourcing due diligence Source: Estrella Partners Group LLC Resources Related to Read More

System Models and Simulation


Understanding how a system really works is the first step toward using, improving, automating, or explaining it to others. The basic concept of a system is that it is driven by cause and effect—but there is so much more to understanding its full complexity. The best place to start is by learning how causal loop diagrams (CLDs) are used to model dynamic systems by identifying variables and causal effects.

organizational change models   Read More

Managing Change Effectively with ERP: The Impact on 5 Key Business Functions


This white paper examines the impact on manufacturing operations of using disparate systems versus an integrated enterprise resource planning (ERP) system. It documents the effect of each on core business areas and management teams: sales and supply chain executives, plant managers, vice presidents (VPs) of operations, and finance. It also explains how to eliminate inefficiencies associated with change management.

organizational change models  Change Effectively with ERP: The Impact on 5 Key Business Functions This white paper examines the impact on manufacturing operations of using disparate systems versus an integrated enterprise resource planning (ERP) system. It documents the effect of each on core business areas and management teams: sales and supply chain executives, plant managers, vice presidents (VPs) of operations, and finance. It also explains how to eliminate inefficiencies associated with change management. Read More