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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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 leadership organizations


SAS: Striving to Sustain Leadership
SAS Institute has been successful, moving beyond a business intelligence. Lately, it has lately focused on sustaining its technology leadership, expanding in

leadership organizations  Striving to Sustain Leadership SAS' Profile SAS Institute is a privately-owned Cary, North Carolina-based (US) provider of business analytics, which operates through 200 offices across 100 countries in North America, Europe, Asia Pacific, Latin America, and Africa. It employs nearly 10,000 people and has recorded revenues of over $1.5 billion (USD) in 2004, which was an increase of about 14 percent over 2003. SAS believes it is uniquely positioned to provide companies with a suite of software products

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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.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

PPM for Professional Services Automation

A business practice that assists organizations to align their portfolio of projects with their business strategy. Professional services automation (PSA) refers to a system designed to streamline and track resources, projects, portfolios, revenues, and the costs of professional services organizations (PSOs), which provide billable services to their clients. Consequently, PPM for PSA provides both the high-level monitoring of project portfolios as business investments and automates the project-specific functionality of time, billing, expense reporting, opportunity management, and resource management, linking back office functionality with the PSO’s portfolio of projects. 

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Succession Management: Sustainable Leadership for the Future


Talent is a scarce resource. The level of competition and generational shifting of the leadership pool has made it increasingly difficult for organizations to find the quantity and quality of leaders needed to ensure success. This Aberdeen study of over 260 organizations looks at how the best-in-class build and manage their succession bench to produce better results today and mitigate risk and uncertainty in the future.

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The Convergence of ERP and Field Services-One Vendor’s Leadership


Agresso’s experience with people-centric services organizations has led the vendor to design a solution that effectively address these businesses’ need for field services and asset maintenance management. Agresso’s melding of two solutions, and the product’s underlying architecture, support change and tightly couple solution categories.

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People Don't Leave Bad Organizations. People Leave Bad Managers!


One of the most neglected areas of an enterprise is the warehouse. When errors occur here, the whole company is affected, so it is crucial that good managers nurture the skills of warehouse employees.

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Seven Steps for Effective Leadership Development


To identify, attract, fill, and retain corporate leadership talent, companies need to focus on hiring strategies, employee development, and career and succession planning. However, most companies are not well prepared to fill vacancies in their leadership roles. By employing consistent, organization-wide talent management programs at all levels, companies can develop effective leadership and return significant business value. This executive brief outlines how the use of consistent, enterprise wide talent management programs can help organizations develop effective leadership and return significant business value.

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David vs. Goliath? Talent Management Outlook in Midsized vs. Large Organizations


Many surveys address how the needs of human resources (HR) vary, but they often focus on the difference between small and large organizations with the assumption that midsized organizations are similar enough to large organizations not to require extra focus. To get a different perspective, we looked specifically at how the HR function in midsized organizations compares to their much larger counterparts. Are they as similar as is popularly believed?

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A Business Intelligence Agenda for Midsize Organizations: Six Strategies for Success


Midsize companies see business intelligence (BI) as too unwieldy and expensive for them, and use spreadsheets for planning, budgeting, and forecasting. However, BI is well within reach through an incremental approach. Learn about six strategies for midsize companies for choosing and deploying BI solutions that address both business and IT challenges.

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Challenges Facing Organizations with Local and Global Reporting Requirements


Organizations need to strike a balance between global and local reporting requirements. This is particularly challenging, as a lack of flexibility in data structures adversely impacts both business development and local reporting. Organizations must thus focus on harmonizing the global model and data structures, and assist local entities in designing for local requirements—thereby providing one data source for reporting.

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How Best-in-Class Marketing Organizations Drive Higher Profits


Find out in the Aberdeen report, Best-in-class Marketers Drive Enhanced Customer Loyalty.

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TEC 2012 ECM Market Survey Report: What Organizations Want in Enterprise Content Management Software


This report is based on data collected from more than 750 enterprise content management (ECM) software comparisons performed using Technology Evaluation Centers’ (TEC’s) TEC Advisor software selection application. TEC data show that organizations currently seeking ECM solutions value security management, a wide variety of pricing options, document management, on-premise functionality, and workflow management.

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