Category Business of IT Archives - Differentis

How the best companies embrace Digital, a “One Direction” story

By Ronald Mackintosh


Date 22 January 2016 Tags , ,

Employees and customers are starting to demand new ways of interacting which can only be achieved through digital processes and technology.

Most companies still have a long way to go on their Digital journey; often making the same mistakes, and learning the same lessons, painfully.

It is not only about mobile apps, bolting on an e-commerce platform or social media driven marketing; Digital creates the opportunity to build new personalised  joined up experiences for Customers, Partners and critically, Employees, changing the way your business is run.

 

So what is the key to shaping Digital initiatives to drive these experiences for your customers, partners and employees?

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Social CRM – how to find clarity in a blurred world

By Andrew Malyan


Date 23 May 2014 Tags

The rise of social networking sites has meant that customers are no longer prepared to be fed the traditional marketing, sales and service monologue from companies. They feel empowered with peer dialogue through online communities and have started to take greater ownership of the conversation with businesses which may be able to help them achieve their needs.

Traditional CRM strategies focus on managing relationships based on customer transaction history for the optimal extraction of value from the customer. These strategies create operational efficiencies in customer-facing activities to free up staff time to sell and resolve service issues e.g. opportunity management and pipeline visibility. Additionally they can create optimised offers for customers, leading to higher value customer purchases. This approach however is insufficient when it comes to customers whose trust lies in their peers. Customers are demanding engagement, not monologue, and want trusted relationships with authentic, timely communications.

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Enterprise Content Management: Is it an insurmountable opportunity?

By Andy Montgomery


Date 30 May 2012 Tags

Enterprise content Management (ECM) can significantly improve productivity, particularly in workflows, especially those with electronic collaboration, and can respond quickly and cheaply to compliance requirements.

However, in many companies ECM-related strategies have not been successful. There are three main reasons: First, business sponsorship of ECM has been insufficient to overcome the challenges of embedding the technologies and disciplines in to the business. Second, content is stranded in silos and largely unreachable for analysis – its discovery and distribution is haphazard and older content swamps newer content, and this overwhelms users. Third, ECM systems themselves are not designed to take account of workflows and user conditions – they fall increasingly short of users’ demands for collaboration, and the proliferation of overlapping ECM applications compounds user confusion and separation of content. Increasingly, users are abandoning legacy ECM systems because of poor user experience. As a result these companies are unable to extract much value from their content.

ECM applications are elective, not mandatory. Their adoption is critically dependent on the people and process elements of ECM implementations to generate and sustain commitment to their use. These elements are the most difficult aspects of building an effective ECM capability. However, the recent huge growth of inexpensive, highly capable ECM solutions creates a real opportunity to raise workflow productivity and meet compliance targets…if only companies could change their approach to ECM…

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Managing the Business of IT (4/4)

By Mark Helme


Date 15 July 2010 Tags

Why “performance targets” don’t deliver performance

CIOs worry about what constitutes success – what they need to achieve, and how they should be judged. Apart from questions of applications and infrastructure and cost and change projects, they need to have a clear understanding of the levers they can pull and the effects this will have. They need to understand the practice of performance management, and of setting targets.

Performance is not an absolute but should be matched to need; but what should we measure, and how often? How should these statistics be used, and most importantly, how will people respond if they are turned into performance targets? Because performance target are often used as management incentives.

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Managing the Business of IT (3/4)

By Mark Helme


Date 15 May 2010 Tags

Size doesn’t necessarily matter, but what does?

We’ve argued before that thinking of IT as a business within a business is a helpful (if simplified) analogy.

In Part 1 of this series – dealing with costs – we argued that no successful business can avoid understanding its costs and cost structures for long, and proposed that they be represented in a matrix of resources and activities. In Part 2 we further argued that knowing the costs without understanding the value doesn’t get us very far, and as a first step to understanding value we looked at application quality, distinguishing between Functional and Technical Quality.

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