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Documents related to » leadership


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 some vertical markets, and becoming more attentive to the low-end market.

LEADERSHIP: SAS: Striving to Sustain Leadership SAS: Striving to Sustain Leadership P.J. Jakovljevic - August 10, 2005 Read Comments 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
8/10/2005

The Keys to Effective Project Governance Leadership
Project Sponsor.com conducted a three-year research program on project governance. The findings turned up some surprising facts on how project governance is approached and applied in businesses today, and shed some light on what is required for project governance to be effective.

LEADERSHIP: to Effective Project Governance Leadership The Keys to Effective Project Governance Leadership Jed Simms - December 10, 2007 Read Comments Business executives tend to approach project governance with good intentions, but with few governance-specific skills, and with little knowledge or education on the process. It is assumed by all parties involved in a project that no such expertise is needed. This is a false assumption. Between 2003 and 2005, Project Sponsor.com conducted an in-depth project governance
12/10/2007

Has SAP Nailed Plant Level Leadership with Lighthammer?
The acquisition of the formerly loyal composite applications partner Lighthammer bolsters SAP's capabilities of connectivity and visibility into manufacturing plant performance. However, it does not, at this stage, provide much added industry-specific shop-floor functionality per se.

LEADERSHIP: SAP Nailed Plant Level Leadership with Lighthammer? Has SAP Nailed Plant Level Leadership with Lighthammer? P.J. Jakovljevic - February 6, 2006 Read Comments Event Summary At the end of June, SAP announced that it was delivering enhanced connectivity between the plant floor and the enterprise by acquiring Lighthammer Software Development Corporation ( http://www.lighthammer.com ), a privately-held supplier of enterprise manufacturing intelligence and collaborative manufacturing software, based in Exton,
2/6/2006

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.

LEADERSHIP: and Field Services—One Vendor’s Leadership The Convergence of ERP and Field Services—One Vendor’s Leadership Judith Rothrock and Predrag Jakovljevic - February 27, 2008 Read Comments There is continued evidence that people-centric services organizations in both the public and private sectors are under increasing pressure to streamline their operations and gain cost efficiencies. For some industries, such as utilities, energy, and real estate management, the divergent needs of managing large
2/27/2008

5 Tips to Effective Succession Planning
Succession planning systems manage business risk and ensure leadership and critical role continuity across all levels of an organization. This field guide will explore five critical steps to ensure that you get the most out of your succession planning investments.

LEADERSHIP: business risk and ensure leadership and critical role continuity across all levels of an organization. This field guide will explore five critical steps to ensure that you get the most out of your succession planning investments. 5 Tips to Effective Succession Planning style= border-width:0px; />   comments powered by Disqus Related Topics:   Human Capital Management (HCM),   Workforce Management,   Human Resource Management (HRM),   Personnel Management Related Industries:   Industry
1/18/2011 1:50:00 PM

Assess Your Enterprise Agility
Companies are constantly buffeted by changes in the business environment. In response, executives are recognizing the need for their firms to become more agile in making changes to strategy, operations, and products. But turning agility from a buzzword into a business capability requires measuring and managing a firm’s ability to change. Learn the key agility indicators (KAIs) that highlight improvement in your company.

LEADERSHIP: SAP, change management, management change, business change, managing change, change manager, change of management, management of change, change management process, change process management, change management organizational, change project management, organizational change management, business changes, changes management, itil change management, business change management, change it management, it change management, managing organizational change, business change process, business process change, change management plan, change management resources, manage change, change management leadership, .
4/27/2010 4:13:00 PM

Fostering a Culture of Adaptability
Fostering a Culture of Adaptability. Papers and Other Software Program to Apply the Culture of Adaptability. Having the right IT infrastructure is critical to consistent growth and profitability for midsize companies. Sadly, many business applications don’t support changes to both business processes and a company’s organizational structure. In fact, many are inflexible and create disconnects between departments. However, there is a solution that’s built to enable growth and adaptability in all business functions and operations.

LEADERSHIP: , Knowledge Change , Leadership Adaptability , Leadership Change Management , Leadership Organizational . To achieve profitable growth, successful companies maintain a laser-sharp focus on executing a few key initiatives efficiently. Moving quickly and effectively on these initiatives requires you to make changes across your entire business so you can swiftly adapt operations to accommodate the changes. This document describes how you can foster a culture of adaptability in your organization by using the
11/2/2007 3:30:00 PM

Will Sage Group Cement Its SME Leadership with ACCPAC and Softline Acquisitions?Part One: Event Summary
By recently acquiring ACCPAC International and Softline, the Sage Group continues to round out by annexation. It currently still has the largest geographic coverage in the lower-end of the mid-market.

LEADERSHIP: Group Cement Its SME Leadership with ACCPAC and Softline Acquisitions? Part One: Event Summary Will Sage Group Cement Its SME Leadership with ACCPAC and Softline Acquisitions? Part One: Event Summary P.J. Jakovljevic - June 2, 2004 Read Comments Event Summary The tremors, earthquakes, and similar tectonic activities in the lower-end of the enterprise applications market will not seemingly end soon, but some massive mountainous regions la Andes or the Alps seem to be forming. One would inevitably be
6/2/2004

The Customer Relationship Management Vision: It Starts with Relationships
An alarming number of companies get on the wrong track when creating a customer relationship management (CRM) vision. Outlined here are four steps that take the mystery out of what makes an effective CRM vision. The secret? It’s all about people and relationships.

LEADERSHIP: items within the CRM leadership team: What are our values as a leadership team in terms of how we develop and maintain relationships with our customers and employees? How do our values translate into behaviors and actions? What does the leadership team need to model? How will we prioritize business decisions based on these values? Are we willing to be held accountable to our customers and to our employees regarding our display of these values? How will this accountability manifest? Are we willing to
9/16/2009

Beyond Boundaries: A New Role for Finance in Driving Business Collaboration
Beyond Boundaries: a New Role for Finance in Driving Business Collaboration. Find RFP Templates to Define Your Implementation In Relation To Business Collaboration in Finance. The current global economic instability means firms have to quickly adapt to business conditions. This uncertainty may increase companies’ reliance on business alliances to provide as-needed skills, services, and products. To optimize these alliances, finance should enter the discussion as early as possible. Find out where finance’s true value lies when realigning strategic objectives to include business collaboration.

LEADERSHIP: Knowledge Management | Business Leadership | Business Logistics | Business Management | Business Managing | Business Manufacturing | Business Marketing | Business Model | Business Models | Business Network | Business Operational | Business Operations | Business Outsourcing | Business Performance | Business Performance Management | Business Performance Management Software | Business Planning | Business Process | Business Process Automation | Business Process Improvement | Business Process Integration |
6/1/2009 5:32:00 PM

Intentia Presents: An Action Plan for Building a Lean Supply Chain in the Apparel Industry
Lean supply chain management and lean sourcing strategies are relatively new to the apparel industry, generating more talk than broad implementation to date. In this the final paper of our “Lean Is Fashionable” thought leadership series, we define a lean supply chain action plan with five concrete steps for building a collaborative infrastructure between your company and other members of your supply network. These represent an eleven year culmination of our and our customers’ real world experiences in implementing lean supply chain strategies that are designed as a road map to achieving a more collaborative and profitable future.

LEADERSHIP: “Lean Is Fashionable” thought leadership series, we define a lean supply chain action plan with five concrete steps for building a collaborative infrastructure between your company and other members of your supply network. These represent an eleven year culmination of our and our customers’ real world experiences in implementing lean supply chain strategies that are designed as a road map to achieving a more collaborative and profitable future. Intentia Presents: An Action Plan for Building a Lean S
1/13/2006 5:28:00 PM


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