| 1. |
Getting Strategic Planning and Financial Planning in the Same Bailiwick ( Pages)
by John Diezemann
Oct 1, 1999
Abstract : To provide useful financial insight on projects, financial managers need to think about business strategy more like a series of options than a single projected cash flow. While the concepts of options are certainly familiar to most executives, the trick to valuing strategic choices lies in the complex and often overwhelming task of understanding the interaction between strategic options. This article provides a breakthrough planning approach for (1) rapidly realizing the business capabilities dictated by strategy (2) aligning process, technology and organization design and (3) through the financial lens of 'real options' shows how to quan
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| 2. |
Proactive IT Managers Can Make a Difference ( Pages)
by William R. Friend
May 14, 2004
Abstract : IT managers, under increasing pressure to align their activities and spending with the strategic objectives of the enterprise, need to find new ways to raise the awareness of IT opportunities throughout the enterprise. This paper presents a framework for IT managers to use as a foundation to their planning processes and as a basis for influencing enterprise strategic planning.
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| 3. |
Proactive IT Managers Can Make a Difference (5 Pages)
by William R. Friend
Nov 27, 2003
Abstract : IT managers, under increasing pressure to align their activities and spending with the strategic objectives of the enterprise, need to find new ways to raise the awareness of IT opportunities throughout the enterprise. This paper presents a framework for IT managers to use as a foundation to their planning processes and as a basis for influencing enterprise strategic planning.
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| 4. |
Proactive IT Managers Can Make a Difference (5 Pages)
by William R. Friend
May 17, 2002
Abstract : IT managers, under increasing pressure to align their activities and spending with the strategic objectives of the enterprise, need to find new ways to raise the awareness of IT opportunities throughout the enterprise. This paper presents a framework for IT managers to use as a foundation to their planning processes and as a basis for influencing enterprise strategic planning.
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| 5. |
Contemporary Business Intelligence and Its Main Components (0 Pages)
by TEC Analysts
Mar 23, 2009
Abstract : Business intelligence (BI) represents the tools and systems that play a key role in the strategic planning process by allowing a company to manipulate corporate data for decision-making. But what exactly are the primary components of BI?
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| 6. |
Contemporary Business Intelligence and Its Main Components (0 Pages)
by TEC Analysts
Dec 26, 2008
Abstract : Business intelligence (BI) represents the tools and systems that play a key role in the strategic planning process by allowing a company to manipulate corporate data for decision-making. But what exactly are the primary components of BI?
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| 7. |
Contemporary Business Intelligence and Its Main Components (0 Pages)
by TEC Analysts
Sep 22, 2008
Abstract : Business intelligence (BI) represents the tools and systems that play a key role in the strategic planning process by allowing a company to manipulate corporate data for decision-making. But what exactly are the primary components of BI?
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| 8. |
Contemporary Business Intelligence and Its Main Components (4 Pages)
by TEC Analysts
Jun 13, 2006
Abstract : Business intelligence (BI) represents the tools and systems that play a key role in the strategic planning process, by allowing a company to manipulate corporate data for decision-making. But what exactly are the primary components of BI?
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| 9. |
From CIO to CEO? ( Pages)
by P. Meyer
Dec 11, 2000
Abstract : The step from Chief Information Officer to Chief Executive Officer seems like it should be simple, but few manage to take it. Sure you’ve managed a budget, engaged in strategic planning, and saved the company a bundle of money. Experience like that just gets you in the game – your ace-in-the-hole is something you didn’t train for.
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