|
|
 |
<< 1 2 3 >> |
 |
|
Search parameters: - IT
May 2008Article Getting the e-payments payoff
American Banker 5/23/2008
by Steve Berez and Arpan Sheth
Despite the many advantages electronic payments have over their paper counterparts, the vast majority of business-to-business transactions still involve paper, costing companies billions. Those that wish to enjoy the many benefits of e-payments must learn how to break the paper jam.
September 2007Article Avoiding the alignment trap in IT
MIT Sloan Management Review 9/5/2007
by David Shpilberg, Steve Berez, Rudy Puryear and Sachin Shah
Information technology remains a terrible bottleneck to growth in most companies, mainly because executives focus on the wrong remedy for their IT problems.
Go to MIT Sloan Management Review
January 2007Book Management Tools 2007: An Executive's Guide
Bain & Company 1/4/2007
by Darrell K. Rigby
For two decades now, executives have witnessed an explosion of management tools, ranging from Knowledge Management to Strategic Alliances. That burst was fueled by their need to successfully navigate an increasingly competitive marketplace. To help inform managers about the tools available to them, in 1993 Bain & Company launched a multiyear research project to gather facts about the use and performance of management tools. Every year or two since, we've interviewed senior managers and conducted research to identify 25 of the most popular and pertinent management tools. Our efforts to understand the continually evolving management tools landscape have led us to add five tools to this year's guide-Consumer Ethnography, Corporate Blogs, Lean Operations, Mergers and Acquisitions and Shared Service Centers. While none is new, per se, each tool is growing in use and playing an increasingly important role in today's business world.
November 2006Article Results November-December 2006: Business strategy brief
Bain & Company 11/1/2006
by David Shpilberg and Cedric Lebegge
With interest rates at 40-year lows, growth for real estate lenders was brisk. But at a leading US bank, the mortgage unit wasn't pulling its weight. Its information technology organisation, perceived as having failed to deliver on a string of projects, had lost the confidence of senior executives. IT spending had fallen 40% below the industry average. When mortgage lending took off, the bank's aging system could not match competitors' quotes and programs. Frustrated, managers had no choice: the IT team was cleared to build the necessary mortgage system-in a 75 million euro multiyear project.
February 2006Article Are you sending your problems offshore?
Harvard Management Update 2/1/2006
by Rudy Puryear and Christine Detrick
It seems straightforward enough--why not simply outsource routine financial reporting functions offshore? Sure, you'll save some money. But if these processes are flawed to begin with, you only transplant their inefficiencies elsewhere, missing the greater opportunity to streamline. The authors contend that while outsourcing can be a central piece in an effort to improve operations, a significant chunk of any program's benefits comes from changing attitudes, behaviors, and cultures within the company's own walls. Read this article to learn how to look within and revamp existing functions before heading offshore.
Go to Harvard Management Update
October 2005Article How to pull out of a technology tailspin
American Banker 10/28/2005
by David Shpilberg and Christine Detrick
Financial services companies pour enormous resources into building information technology capabilities to gain a competitive edge and power profitable growth. So why is it that so many banks, insurers, and brokerage houses view information technology as a hindrance rather than a help in hitting growth targets? Bain & Company recently surveyed 362 senior business and IT executives around the world. The results showed that the vast majority -- more than 70% of the respondents -- agreed that IT spending is essential for growth. But even among believers, 29% report that their IT capabilities create obstacles that inhibit growth.
Bain Brief IT-powered growth
Bain Brief 10/24/2005
by David Shpilberg, Steve Berez and Thomas Gumsheimer
Why do organizations lose their IT bearings and knowingly inhibit their ability to grow? A series of in-depth interviews with senior corporate executives, including chief information officers, led us to the answer: Over and over, the executives described a subtle, but unmistakable, pattern of self-perpetuating IT and business project failures that eroded their confidence that they could spend effectively.
February 2005Article Doing business in China: learn from Dell
Financial Times 2/11/2005
by Tom Manning and Paul DiPaola
Of all the business innovations explorer Marco Polo discovered in 13th century China, he was perhaps most surprised by the use of paper money. It was worth dozens of times the weight of the heavy coins that European traders lugged around. Today's multinational technology companies could learn a similar lesson: Bring only what's needed when entering China. That's what Dell did under Phil Kelly, Dell Asia Pacific's first senior executive. In 1998, he introduced just a portion of Dell's famous business model to the Chinese marketplace, adding capabilities and staff as growth dictated. As a result, Dell's share of the PC market has grown more than 60 per cent a year since 2000, and will grow at twice the rate of China's overall PC market between now and 2010, giving the company a strong follower position behind IBM/Lenovo.
January 2005Article Management Tools 2005: An Executive's Guide
Bain & Company 1/1/2005
by Darrell K. Rigby
In 1993, Bain & Company launched a multiyear research project to gather facts about the use and performance of management tools. The objectives of this study are twofold: 1) to provide managers with an understanding of how their current application of these tools and subsequent results compare with those of other organizations across industries and around the globe; and 2) to provide the information they need to identify, select, implement and integrate the right tools to improve their company's performance. As part of this study, Bain creates a yearly guide to 25 of the most popular and pertinent management tools. This guide provides a description, methodology, common uses and selected references for each of the tools.
September 2004Newsletter The supersizing of the software industry
Results Brief newsletter 9/8/2004
by Simon Heap, Vince Tobkin and Franz-Josef Seidensticker
Software company combinations will accelerate in the months ahead, Bain analysis shows, for the first time since the heady Internet boom of 2000. And as concentration picks up speed, more than half of today's independent software vendors could disappear in the next five years, through either acquisition or failure. Success in the software industry used to be driven by discrete product innovations; today the winners in software excel at building and extending platforms to achieve scale in customer relationships.
|
|
| << 1 2 3 >> |
|
|
Follow us on Twitter