- IT Spend: The New Realities
1 Jan 04 | Single Topic Reports
This report aims to provide senior IT management with a framework to make the best use of financial resources.
This necessitates a clear focus on identifying and exploiting opportunities for cost saving as well as business opportunities afforded by IT.
This report will address both the cost-saving and revenue-generating opportunities, as well as the question of establishing an appropriate balance between the two.
For all information around IT Spend, please visit our dedicated IT Spend domain here(http://lef.csc.com/itspend/)
- Stimulating Innovation in Challenging Times
21 Feb 05 | Presentation
This talk provides a closer look at the nature of innovation by exploring what makes an innovative organization and the role of the CIO in the context of innovation.
We define ‘innovation’, provide insights into, and understanding of, the holistic nature of innovation, suggest how you can explore your organization’s attitude towards innovation, and suggest ways that you can improve your organization’s innovativeness.
In this session we introduce a management tool that we call the ‘IT Innovation Portfolio’.
See event: Breaking Through the Glass Ceiling – Beyond the Role of CIO (21 Feb 2005) - Disruptive Technology
21 Feb 05 | Presentation
This talk presents our research on the attitudes and behaviours of the successful 21st Century CIO. We also provide an overview of the management techniques that smart CIOs use to align IT with the CEO’s agenda.
See event: Breaking Through the Glass Ceiling – Beyond the Role of CIO
- Strategic Outsourcing - Current Practices and Future Expectations
16 Nov 04 | Single Topic Reports
Strategic outsourcing has become one of the premier tools that upper-level management uses to shape and streamline its businesses to meet the growing competitive pressures of recent years. In May to August 2003, CSC studied this trend toward increased outsourcing in Europe by surveying board-level executives from the top 250 European-owned companies. This report is based on that survey.
This approach has the advantage of giving a clear understanding of the perspectives of European business leaders at a specific point in time. Other European strategic outsourcing studies are based on composite data, compiled across the different markets in Europe in different ways at different times.
This is the first report to give a ‘snapshot view’ of the strategic outsourcing activities of Europe’s biggest companies.
- Aligning IT with the CEO´s Agenda - The Context for Dynamic Outsourcing
27 Oct 04 | Presentation
Developments in information technology have long outstripped our ability to comprehend all of its potential uses in business. Yet forward-thinking business executives realize that their organizations´ future competitiveness will depend on the smart deployment of IT.
Unfortunately, many CIOs still find themselves unable to respond to this. Not necessarily through lack of will; but mainly because they find themselves poorly positioned to engage with the business at a strategic level.
This issue can be addressed by actively engaging with the CEO´s agenda - the things that are keeping the CEO awake at night. Lem Lasher draws upon our latest research and client experience to discuss how the CIO can rise to the challenge by leveraging the skills and financial muscle of the organization´s outsourcing partners.
See event: Dynamic Outsourcing: The New Agenda
- The new offshoring imperative - shifting from a tactical cost-cutting measure to a sweeping strategic phenomenon
11 Nov 03 | Journal Articles
Offshoring – outsourcing abroad – is evolving. As if the collapse of the technology bubble, the quest for the next ‘big thing’ and the ever-sluggish economy were not causing enough anxiety for today’s employees, IBM sent out shockwaves in mid-July 2003 by announcing that three million service jobs were expected to be shifted to foreign workers by 2015.“Our competitors are doing it and we have to do it,” said Tom Lynch, IBM’s director for global employee relations.
- What’s the right level of spending for IT?
11 Nov 03 | Journal Articles
Most IT budgets still focus on ‘applications’ and ‘infrastructure’ but actual spending needs are different now, and the business’ perception of value has changed.Today, it is more realistic to think in terms of four categories of IT spend: generic but valuable appliances; projects to support business change; generic infrastructure and services; and the essential but largely hidden business plumbing. The challenge is to manage the IT budget to cover all four categories.
- The winning cards for budget preparation
1 Jul 03 | Journal Articles
In mid-2002, clients of CSC’s Research Services voted on the topics they felt it was most important for us to research. The clear winner of this poll was entitled ‘IT Spend: using IT financial resources effectively’. In order to assist IT managers with budget preparation we pulled together existing advice in the form of a pack of playing cards.
- Business models and strategies for the digital economy – five ways to build agility into your IT organisation
11 Nov 02 | Journal Articles
This article provides a business model framework to help you assess whether you have the relevant technologies to support each of the business models in your business. It also identifies five actions that will provide the agility to support multiple business models, the visibility and control to support business models that extend beyond corporate boundaries, and the speed to keep pace with customer demands.
- Mapping the Supply Chain - a route map to business benefits: part 2
5 May 02 | Journal Articles
This article is the conclusion of our work on the evolutionary journey towards supply chain excellence. In November 2001 we looked at mapping the internal supply chain and segmenting the company into horizontal organisational structures as a basis for driving out business benefits. This article explores the next levels – extending this idea to value sharing between supply chain partners and, ultimately, to a possible business model for an extended value chain managed on value.