| 1. |
HighJump Grows in a Period of Low Growth Through Adaptable, Broad Function Products Part Two: Market Impact ( Pages)
by Olin Thompson & P.J. Jakovljevic
Apr 15, 2003
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.
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| 2. |
Best Software Delivers More Insights To Its Partners (As Well As To The Market) Part Five: Challenges and User Recommendations ( Pages)
by P.J. Jakovljevic
Jul 29, 2003
Abstract : Best Software/Sage is a company that delivers products based on savvy understanding of its customers' needs, of the competitive forces in the market, and on constant adaptability. It is still standing on top of the hill in many SME markets, and it is typically a much more difficult task for anyone to capture the hill than to defend it.
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| 3. |
Will Sage Group Cement Its SME Leadership with ACCPAC and Softline Acquisitions? Part Eight: More Challenges and User Recommendations ( Pages)
by P.J. Jakovljevic
Jun 12, 2004
Abstract : Best Software/Sage will remain a pragmatic company that delivers products based on a savvy understanding of its customers' needs and the competitive forces in the market, and on constant adaptability. It is still standing on top of the hill in many SME markets, and it is typically a much more difficult task for anyone to capture the hill than to defend it.
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| 4. |
HighJump Grows in a Period of Low Growth Through Adaptable, Broad Function Products ( Pages)
by Olin Thompson & P.J. Jakovljevic
Apr 14, 2003
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.
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| 5. |
Demand-driven Supply Networks for Small and Medium Business (5 Pages)
by Sean Wheller
Mar 4, 2005
Abstract : Lately demand-driven supply networks (DDSN) are a much talked about topic, yet little is written about SMBs and DDSN. By understanding the basics of DDSN, and through selective implementation, SMBs can experience the agility, adaptability, and alignment of DDSN.
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| 6. |
Project Portfolio Management's Missing Functional Link: Stakeholder Management ( Pages)
by Neil Stolovitsky
Dec 5, 2006
Abstract : A project's success is determined by the diverse stakeholder expectations. If some see return on investment as their primary stake, others may focus on profitability—meaning that stakeholder communication tools are only as good as their adaptability to stakeholder dynamics.
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| 7. |
Demand-driven Supply Networks for Small and Medium Business ( Pages)
by Sean Wheller
Oct 10, 2005
Abstract : Lately demand-driven supply networks (DDSN) are a much talked about topic, yet little is written about SMBs and DDSN. By understanding the basics of DDSN, and through selective implementation, SMBs can experience the agility, adaptability, and alignment of DDSN.
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| 8. |
Project-Oriented Versus Generic GL-Oriented ERP/Accounting Systems (4 Pages)
by P.J. Jakovljevic
Dec 22, 2003
Abstract : Project-oriented organizations have many project-specific business and accounting requirements often in compliance with complex industry-specific and regulatory requirements. Generic GL-oriented accounting systems have not been designed with project phases, work breakdowns or detailed time capturing in mind, and thus they can merely report how much has been spent or collected, but not why a certain project is losing or winning money.
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| 9. |
Project-Oriented Versus Generic GL-Oriented ERP/Accounting Systems ( Pages)
by P.J. Jakovljevic
Jan 22, 2005
Abstract : Project-oriented organizations have many project-specific business and accounting requirements often in compliance with complex industry-specific and regulatory requirements. Generic GL-oriented accounting systems have not been designed with project phases, work breakdowns or detailed time capturing in mind, and thus they can merely report how much has been spent or collected, but not why a certain project is losing or winning money.
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CART 
