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Member You - Leaping Asset Management Hurdles
When he was only 36 years old Roman Abramovich bought Chelsea Football Club. Within a year he had spent ?90m on new players and Chelsea finished 4th in the league.Mr. Abramovich’s reaction was to fire the Manager in 2004 and bring in Portuguese coach Jose Marinho. In 2005 Chelsea won the Premiership, The League Cup and the Community Shield. They also made the semi final of The Champions League.Mr. Abromovich’s behavior differs from that of most other senior managers in four important ways.Do it NowHe didn’t get to be a billionaire at the age of 34 by putting off important issues until tomorrow. It is a sure bet that he never hesitates to do what needs doing today. He is not a man to be deterred by constraints of budget, resources or other people’s attitudes or opinions.Make it happenEven the most cursory study of Mr Abramovich’s career shows that whenever he’s i
Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.
In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest re
In recent years gift baskets have become extremely popular, with an increasing number of options available, plus a number of speciality baskets, such as golf enthusiasts, new baby and gourmet baskets. Another type of basket in great demand is the corporate gift basket.In choosing corporate gifts, a company has to decide what it is trying to achieve in giving the gift at all. Like any marketing decision (and let's be honest, this is marketing), the choice needs to take into account costs, purpose and likely benefits, as well as any possible adverse reaction if a bad choice is made. So, your corporate gift basket, if that is the general choice you make, should be appropriate not just to the recipient but the level and importance of the business relationship you have with them.I am stating the obvious in saying that the corporate gift basket you send needs to both please the recipient, and fur
As I reflect back on my conversations, I realize that certain hurdles to achieving AM program success are common in just about every company, regardless of size. I spoke with folks from organizations trying to manage 100,000+ IT assets, as well as with those who were trying to manage just a few hundred assets.
The problems are the same everywhere, only the scale changes. I probably said a hundred times, "You are not alone; most companies have the same problems!" To summarize the issues, I've identified the following key problem areas:
· There is inadequate senior-level visibility, involvement and commitment to the project. Ouch! Not good.
· There are no internal subject matter experts, the task is overwhelming, and there are too few external experts, road maps or models for reference. A general lack of understanding of the pertinent regulatory and compliance issues further complicates an already daunting challenge. With an estimated 10,000 regulations and laws surrounding IT, this is certainly understandable.
· Internal silos and conflicts between key departments (finance, IT, purchasing and contract management) primarily surrounding functional and reporting needs can grind a project to a complete standstill. There also may be multiple isolated pockets of asset management already in place at varying levels of maturity.
· Most IT and asset managers are unable to present appropriate business cases to support the need for enterprise-wide management of IT assets. Without a solid business case, requisite funding can be illusive!
Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.
In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest ret
Generally speaking, the IT industry is young compared to other disciplines such as medicine and law. Employers are often more concerned with work experience, enthusiasm, achievement, extra-curricular activities, and of course reliability rather than degree content. Aline Cumming, a consultant in IT and Education suggests that career changers need not worry about having a first degree in IT or Computer Science, citing that many employers provide training for new recruits in the specific technologies used within the work place and provide additional personnel tooling as newer technologies come on board. But there are also many ways in which you can ease your entry into the IT field while increasing your prospects to be successful at a career change. If you are seriously considering a new career path, try to broaden your experience and familiarity with what is happening in the industry today by ta
The problems are the same everywhere, only the scale changes. I probably said a hundred times, "You are not alone; most companies have the same problems!" To summarize the issues, I've identified the following key problem areas:
· There is inadequate senior-level visibility, involvement and commitment to the project. Ouch! Not good.
· There are no internal subject matter experts, the task is overwhelming, and there are too few external experts, road maps or models for reference. A general lack of understanding of the pertinent regulatory and compliance issues further complicates an already daunting challenge. With an estimated 10,000 regulations and laws surrounding IT, this is certainly understandable.
· Internal silos and conflicts between key departments (finance, IT, purchasing and contract management) primarily surrounding functional and reporting needs can grind a project to a complete standstill. There also may be multiple isolated pockets of asset management already in place at varying levels of maturity.
· Most IT and asset managers are unable to present appropriate business cases to support the need for enterprise-wide management of IT assets. Without a solid business case, requisite funding can be illusive!
Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.
In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest re
Medical careers can be related to the manufacturing, administrative and management fields of medicine. Among all the careers, one of the most intriguing and interesting fields is that of medical coding. Medical coding is a boon to the medical industry; it saves time, money, and effort, and cuts down on the sheer amount of data that is necessary to keep medical records straight for the billions of people who receive medical care.The profession of medical coding uses alpha-numeric codes to specific illnesses, injuries, and medical procedures. This process of assigning codes is done under the system of a particular rule of coding that is used across the world, from doctors' offices and hospitals to insurance companies and federal agencies. These codes are greatly utilized by the hospitals, nursing homes, labs and by the doctors for internal data collection and other planning objectives.The job
· There are no internal subject matter experts, the task is overwhelming, and there are too few external experts, road maps or models for reference. A general lack of understanding of the pertinent regulatory and compliance issues further complicates an already daunting challenge. With an estimated 10,000 regulations and laws surrounding IT, this is certainly understandable.
· Internal silos and conflicts between key departments (finance, IT, purchasing and contract management) primarily surrounding functional and reporting needs can grind a project to a complete standstill. There also may be multiple isolated pockets of asset management already in place at varying levels of maturity.
· Most IT and asset managers are unable to present appropriate business cases to support the need for enterprise-wide management of IT assets. Without a solid business case, requisite funding can be illusive!
Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.
In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest re
As a lad of five years, the first life-changing event I faced was December 7, 1941 when President Franklin Delano Roosevelt announced to the Nation on radio (no TV then) that the Japanese Empire had staged an unprovoked air attack on our naval base Pearl Harbor in the Hawaiian Islands. Many American military lives were lost and our entry into WWII was declared. Growing up in wartime, I learned very early in life what the “American Spirit” was all about. At my young age, it was difficult to understand why our young men and women had to die in a distant land. I eventually came to understand that they were sacrificing their lives so that I could grow up safe and secure in a country that values freedom, independence and the opportunity to make choices.History will record, as it has throughout my life, that as tragic and despicable the events of September 11, 2001 were, the determination, will and reso
· Internal silos and conflicts between key departments (finance, IT, purchasing and contract management) primarily surrounding functional and reporting needs can grind a project to a complete standstill. There also may be multiple isolated pockets of asset management already in place at varying levels of maturity.
· Most IT and asset managers are unable to present appropriate business cases to support the need for enterprise-wide management of IT assets. Without a solid business case, requisite funding can be illusive!
Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.
In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest re
Many entrepreneurs have preconceived notions about taking their company public, most of which are not accurate. Nine little known facts:1. You do not need a brokerage firm or investment banking firm to take your company public.Many companies opt to go public through a direct public offering. In these registered public offerings, a private company follows the same rules and regulations that are followed by companies who go public with an investment banking firm.2. You do not need to go public through a reverse merger.Many companies falsely believe that they are too small or are not interesting enough to go public so they decide to go public through a reverse merger transaction. The truth is that virtually any company can go public through a direct public offering.3. You do not need to give up control of your company.Senior executives of small to medium size compa
Since these issues are universal, a closer look at how some organizations have overcome these obstacles may help to ensure success for your own IT compliance and asset management project.
In 2003 Aberdeen Group conducted a study of 252 businesses on enterprise asset management (EAM) programs. Results from the study show initiatives that realize the highest return on investments (ROI) include: involvement from senior financial executives, successful breakdown of AM silos, and provisioning to the enterprise ample and strategic AM coverage.
Great, now that and a nickel still won?t buy me a cup of coffee! So, let's break it down further. This first step to initiating an AM project is to define the goals the company hopes to achieve from the project.
A straightforward way to perk up executive ears is to align the goals of the project with the corporate mission statement and overall corporate goals. Use as much of the same language as possible in your pitch and the project goals statement. You may be laughing at this idea, but it's hard to object to a project aimed squarely at achieving goals the Board of Directors has already bought into.
If that doesn't get "C-level" buy-in, a list of cost-avoidance and risk-reduction statements can usually help. Remind management that the austere corporate performance and accountability regulations today require policies, procedures and effective tools to maintain adequate controls for financial reporting. If you need to spell it out more clearly, here are the letters: E-N-R-O-N!
The list of project goals should also include intangibles such as improved IT service levels and reduction in risk factors "often difficult to plug in to traditional ROI models. Don't give up; there are ways to illustrate soft benefits!
Use examples of historical situations to help sell the point. For example: "Last month the company was hit with the 'nasty-code' virus. It took three hours to patch and recover our most critical systems. During that three-hour window our 50 'business critical' users were unable to work (that adds up to 150 man-hours). It took three IT resources to resolve the problem." Let's assume each employee ear
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