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Public Council Teleconference: Application Rationalization — Hidden Costs and Smart Decisions

November 17 at 11:00 am US/Eastern (GMT-5)

Join Honorio Padrón, of The Hackett Group, who will share the drivers for companies to tackle application rationalization and the results of research that define the hidden cost of complexity. Additionally, we will discuss key decision milestones—to start or not, holding the course steady and fulfilling expectations.

Virtual Desktop Cost-Benefit Analysis — Michael Jacobs, Catlin Group

The analysis contained in this presentation measures the cost of everything from the machines and licenses to the infrastructure for virtual vs. traditional desktop environments.

Honor your best senior team members - Apply for the CIO Ones to Watch Award

Get well-earned public recognition for your top up-and-coming team members, your IT organization and your enterprise. Award winners will be announced, publicized and feted in May 2010, great timing to help attract new IT recruits to your company.

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RESOURCE CENTER
 
 
 

Book Excerpt | The Future Of Competition - How to Put Your Customers to Work

Managers are under intense pressure to create value. But value creation by improving operational efficiency?through such initiatives as outsourcing, business ...

 

April 15, 2004CIO

Managers are under intense pressure to create value. But value creation by improving operational efficiency?through such initiatives as outsourcing, business process reengineering and workforce reduction?has limits in terms of morale and potential. Companies must couple such efficiencies with innovation and new business development. Internally generated profitable growth is at a premium. Even the best companies have struggled to create new markets or sustain a high rate of commercially successful innovations. C.K. Prahalad, professor of business administration, and Venkat Ramaswamy, professor of marketing, both at the Michigan Business School, contend in their new book, The Future of Competition, that companies need not (and should not) go it alone when trying to create value. Their research suggests an emerging economic model of value cocreation, in which consumers and companies routinely collaborate to create value that, to a large extent, is personalized to the individual. This excerpt explains that concept.

Variety Does Not Equal Value

A profound (but silent) transformation of our society is afoot. Our industrial system is generating more goods and services than at any point in history, delivered through an ever-growing number of channels. Superstores, boutiques, online retailers and discount stores proliferate, offering thousands of distinct products and services. This product variety is overwhelming to consumers. Am I buying the right digital camera? Am I getting the best treatment for my chronic ulcer? Am I signing up for the right service? Simultaneously, thanks to the propagation of cell phones, websites and media channels, consumers have increased access to more information, at greater speed and lower cost, than ever before. But who has the leisure and the proficiency needed to sort through and evaluate all these products and services? The burgeoning complexity of offerings, as well as the associated risks and rewards, confound and frustrate most time-starved consumers. Product variety has not necessarily resulted in better consumer experiences.

For senior management, the situation is no better. Advances in digitization, biotechnology and smart materials are increasing opportunities to create fundamentally new products and services and transform businesses. Major discontinuities in the competitive landscape?ubiquitous connectivity, globalization, industry deregulation and technology convergence ?are blurring industry boundaries and product definitions. These discontinuities are releasing worldwide flows of information, capital, products and ideas, allowing nontraditional competitors to upend the status quo. At the same time, competition is intensifying and profit margins are shrinking. Managers can no longer focus solely on costs, product and process quality, speed, and efficiency. For profitable growth, managers must also strive for new sources of innovation and creativity.

 
 
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WHITE PAPERS

Infrastructures for Innovation

Read this exclusive research report from Qwest Communications and CIO on advanced communications infrastructures and their role in your organization's success.
 

eBook: Enterprise Management Flyover

A sample of the selected articles in this eBook provide insight on ensuring web service quality for SOA.
 

White Paper: Innovation and IT

Download this paper for further results and guidance in making wise IT investments that lead to innovation success.
 

What Every CIO Needs to Know About Search

Read this white paper before developing your enterprise search strategy.
 

Service Level Reporting and Communication

Service level reporting is the most visible output and often the most time-consuming activity in SLM.
 

Informatica Platform and Integration Competency Centers

Forrester used its total economic impact methodology to interview seven companies that have standardized their data integration practices.
 

WEBCASTS

The Innovation Quotient

Hear how even in tough times, smart investments in telecom and network services pay off.
 

IT Consolidation Made Easy

The Primary IT Initiative for Reducing Costs
 

Taking a Seat at the Executive Table: The Reality of Virtualization

This year, for the first time, the number of virtual machines is on track to exceed the number of physical machines...
 

Who Are the Data Center Leaders?

Today's data center is still very much a heterogeneous environment. Gabriel Consulting recently surveyed over 250 d...
 

SharePoint - Unchecked growth of content is unsustainable - now what?

Recent research has confirmed that it has become critical for IT leaders to reclaim authority over the SharePoint c...
 

Unleashing the Power of Customer Data

To hear how companies use feedback from their clients to develop business strategy, watch our video.
 

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