This podcast covers how to deliver the impact and bang of process improvement without the traditional bloat usually associated with process improvement. Clay covers his framework for aligning an organization's BPM approach and strategic intent in order to improve business processes and maximize profits.
Architecture teams often spend a significant amount of their time working with or consulting for IT project teams. This is a recognized best practice for ensuring that project teams execute in line with the architecture and for demonstrating that the architecture team provides tangible value, but it is also a double-edged sword. The downside is when IT management perceives that the EA team's primary value is in tactical problem solving.
Questions From The Next-Gen EA Teleconference On October 23, 2009
Jeff Scott and I presented a teleconference entitled “Next-Generation Enterprise Architecture” last week. It was a lively session with a lot of material on our side and a lot of questions from attendees. We focused on the questions over the phone in the live session and decided it was best to handle the written questions that came in via the Webex chat in a blog post.
CIOs want to know what new technologies they should watch
for their firm’s possible use.They need
to know when they should make an investment of time to learn a technology, and educate
their business on its potential – or be prepared to answer their questions.They want to time their own adoption - for
example, with cloud-based
services, they want to maximize benefits, avoid the bleeding edge, and smoothly
fold it in with their plans.CIOs need a
‘technology watch list' when they have a central architecture teams, they delegate
creating this list to that team.These
teams tap their sources - and one source the architecture teams tap to scan the
long list of technologies is Forrester.
At Forrester, we are challenged to identify the top
technologies, too.Our problem is a bit
different from our clients – we follow so many technologies, hear from so vendors
and thought leaders, and of course every analyst will have their own network
and assessment.To sort through
everything that could be on a watch list and pick the ones which CIOs should
watch, we involve many analysts and use a simple set of criteria:
BP&A Senior Analyst Clay Richardson interviews Tom Higgins, CIO with Territory Insurance Office, a commercial insurance and financial services firm based in Darwin, Australia. The discussion covers how TIO was able to deliver value to the business by delivering business process management in a cost effective way – without the usual bloat and excessive overhead associated with enterprise BPM initiatives.
We look forward to your questions and comments.
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Xerox may soon own ACS. A great move if you ask me - for tactical and strategic reasons. XGS -the services arm - has been making some "toe in the water" moves over the last few years towards BPO in markets such as E-Discovery, Mortgage Processing, and growing organically core processes such as invoice processing and customer on boarding. These made sense in the quest for higher value conversations with customers but did not have the juice to really transform the company into a services-led player of the 21st century or position the company to expand into cloud and SaaS offerings. This deal has the power to do just that -adding solutions, project and change management skills as well as a mature labor arbitrage infrastructure.
Clay Richardson interviews Tom Higgins, CIO with Territory Insurance Office, a commercial insurance and financial services firm based in Darwin, Australia. The discussion covers how TIO was able to deliver value to the business by delivering business process management in a cost effective way — without the usual bloat and excessive overhead associated with enterprise BPM initiatives.