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IT Rationalisation Survey and Expert session |
 Constant pressure on IT Budgets and IT Performance is forcing CIOs to create more value with lower levels of IT Investments. This situation has lead to an increased relevance of IT Rationalisation: the collection of measures aimed at controlling and reducing the IT Complexity.
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Beter ten halve gekeerd...De programma review als hulpmiddel voor het beoordelen en verbeteren van complexe programma's |
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 (Dutch) Het aantal onderwerpen op de strategische agenda van ondernemingen neemt al jaren toe. De hieruit voortvloeiende veranderinitiatieven worden steeds vaker met behulp van een programma-aanpak geïmplementeerd. Ondanks de professionalisering van project- en programmamanagement komt het nog te vaak voor dat de vooraf gedefinieerde doelstellingen van een programma niet (b)lijken te worden gerealiseerd.
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Shared Service Centers 2.0 - De opmaat naar multidimensionale organisatievormen |
 (Dutch) Shared Service Centers (SSC) zijn uitgegroeid tot een niet weg te denken onderdeel van grote business unit ondernemingen. Het opzetten van SSC's stelt ondernemingen in staat de nadelen van de business unit structuur op te heffen zonder de voordelen daarvan kwijt te raken.
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Ontwikkelingen in de rol van de strateeg |
 (Dutch) De rol van de (corporate) strateeg is aan het veranderen. Dit merken we in gesprekken met strategen in Nederland. Op hoofdlijnen zien we twee sets van ontwikkelingen. De eerste hangt samen met het pleidooi van Kaplan & Norton: er komt steeds meer oog voor het belang van goede strategie executie. De tweede set aan ontwikkelingen betreft de maatschappelijke inbedding van de onderneming en hangt samen met verschuivingen in het geheel van belangen waarbinnen de strategie van een onderneming zich dient te ontwikkelen.
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Succesvolle Productrationalisatie |
 (Dutch) In de zoektocht van financiële dienstverleners naar een eigen gezicht in de markt werd de afgelopen decennia veelvuldig maatwerk geboden zonder zich echt te bekommeren om de consequenties voor verwerking van producten in de administraties. Dit werd nog versterkt door vele fusies.
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Beyond Shared Service Centers in Process Industries |
 On 27 April 2005, Nolan, Norton & Co. organized a breakfast meeting to discuss the subject Beyond Shared Service Centers in process industries with senior managers from various process industries in De Hooge Vuursche in Baarn.
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Shared Service Centers in FMCG |
 Nolan, Norton & Co. organized and facilitated a breakfast meeting to discuss Shared Service Centers (SSCs) with managers in FMCG, in Kasteel De Hooge Vuursche in Baarn, on 20 April 2005.
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 In 2001, Professor Richard D'Aveni, Professor of Strategic Management at Dartmouth's Amos Tuck School of Business Administration, introduced the concept of Strategic Supremacy, with ideas like 'sphere of influence', 'competitive pressure', 'competitive configuration' and 'industries as power systems'.
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 For large corporations, the question of growth represents no small challenge. The have often reached the limits of growth in their existing business and dominate their market. Yet grow they must. Innovation is the only strategy that can bring sustainable competitive advantage and growth.
Although it is well known that many corporations strongly support the idea of innovation, in practice many innovation initiatives are like the pot of gold at the end of a rainbow: promising but elusive.
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 Business-to-business markets are enormous, even if they are invisible to most consumers. Every item bought by a consumer represents at least one previous business-to-business transaction between a store and a wholesaler or manufacturer. Likewise, every sale by a manufacturer represents numerous purchases from a chain of upstream suppliers.
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 After a period of seven years in which the sky appeared to be the limit, Dutch companies now have to face declining economic growth. The number of profit warnings is increasing, consumer confidence is waning and several companies have announced reorganizations.
In the United States some top executives have defined the current situation for their companies as a 'Perfect Storm', in analogy to a meteorological phenomenon - an accumulation of factors that reinforce each other and lead to an extremely unfavorable situation.
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e-Commerce: Beyond the Hype |
 The hype is over: e-Commerce is a fact and no longer a fad. Managers and board members who want to engage their companies in e-Commerce face strategic issues, organizational issues and conditional questions.
Strategic issues to be dealt with are: how do we design an e-strategy, what is the appropriate business design for us, how do we balance distribution channel conflicts, how can we achieve synergy, how can we add value for the client, how do we deal with increasing customer power, how can our intermediaries become knowledge-intesive comparison points?
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