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Every Company Is a Technology Company

According to the 2016 Gartner CEO and Senior Business Executive Survey, APAC CEOs and senior business executives are strengthening their IT and technology focus to drive (digital) revenues and success. In many instances, they are more aggressive in this than CEOs globally.
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2016_ceo_survey_for_ceos_in__301409.pdf
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Bridging Global Infrastructure Gaps

In the 25 years since its founding, the McKinsey Global Institute (MGI) has sought to develop a deeper understanding of the evolving global economy. As the business and economics research arm of McKinsey & Company, MGI aims to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. The Lauder Institute at the University of Pennsylvania ranked MGI the world’s number-one private-sector think tank in its 2015 Global Think Tank Index.
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Bridging-Global-Infrastructure-Gaps-Full-report-June-2016.pdf
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Infrastructure and Operations (I&O) Leadership Vision for 2017

This presentation is a critical tool to ensure corporate and personal success by highlighting major trends affecting the I&O and technology innovation role and major related challenges, and by providing practical advice and best practices to overcome these challenges and successfully deliver the expected business outcomes.
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infrastructure_and_operation_310297.pdf
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Share Event Data Across the Enterprise to Make Your Business Operations Intelligent

Companies that share data about business events across organizational boundaries in near real time have more-intelligent business operations. Business transformation leaders should implement event-driven architectures and an "enterprise nervous system" to improve their company's situation awareness.
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share_event_data_across_the__291870.pdf
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Critical Success Factors for Service Improvement Programs

Service improvement based on ITIL, COBIT, ISO20000, DevOps or other practices relies on ownership as the first principle, especially process ownership. Process owners and process managers can achieve dramatic service improvements with clearly de ned accountabilities.
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welldefined_duties_of_the_pr_259405.pdf
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