Often one of the most neglected areas in Client Server/ Web implementations is effective Business Transformation -- managing the change occurring in employees’ work environment. VAISNAVI approach to Business Transformation, more commonly known as Business Change Management, relies on a pragmatic and practical approach that ensures real results.
During system replacement and optimization projects, business processes undergo extensive redesign. Many processes become automated, and new processes are introduced. These changes impact employees’ job roles as well as their performance measures. Employees must learn the new processes, and embrace them so that the organization as a whole benefits fully from the capabilities of the new system, and the new industry-best practices being implemented.
Enterprise Performance Management
Enterprise Performance Management is the means by which an organization furnishes its people with the relevant, timely and accurate information and insight they need to decide, act and behave in ways that drive performance across the enterprise.
It considers the areas of:
- Performance Measurement
- Performance Management Processes
- Information Management
- Human performance
- Strategy execution
The world spends almost a trillion dollars a year on IT, an eight-fold increase in just a decade. Yet the function tasked with managing this enormous investment fund often suffers from the lowest internal satisfaction rating of any organizational unit.
For many organizations building an IT function that has the focus, agility and capability to truly enable the business to achieve its goals is not a short journey. And for any journey to be traversed successfully a route map is required. Building that route map is a critical process, not only because it provides the framework to align effort towards the prize once completed, but also because it enables the other key Executives in the business to participate in a manner which enables both their buy-in and increases their understanding of the role of IT in the modern corporation.
Wherever you are in the process of building an IT function that can serve the needs of the modern corporation in this increasingly technology-enabled world, there should be three over-riding principles guiding the path forward. First, create absolute alignment between the aspiration of the business, and the strategy for IT. Second, build an IT organization with the structure and competence to deliver that strategy. And third, put in place a fully cascaded measurement system that can link strategic goals to real-time system delivery