DMR

Iamb or Dactyl?

Sinan Isitan — Thu, 15 Dec 2011 09:27:36 +0100

Service level agreements (SLA) and their measurement play a major role in the realization of effective outsourcing management.If the strategic goals of the SLA and the metrics for measuring the goals are aligned, this carefully considered selection supports goal achievement.

Green Gold

Dr. Holger Schwarz, Manfred Schmitz — Thu, 15 Dec 2011 09:16:33 +0100

Provisions for green telecommunications are rarely found in managed service agreements. Quite the opposite: the goals defined by network operators towards managed service providers can have a counterproductive effect and block energy savings. New methods for the appraisal of an outsourcing quotation must be found so that the environmental elements are given due consideration and incorporated into the pertinent SLAs.

Expedition to the IT Kingdom

Johannes Ewers — Thu, 15 Dec 2011 09:02:03 +0100

Everything is straightforward in theory, but it can all look completely different in practice – aligning IT projects with user requirements is evidently not as simple as you might think! Agile, adaptive processes are a potential source of optimization.

Reality Check

Axel Stinsmeier — Thu, 15 Dec 2011 08:50:41 +0100

Target alignment in the early phases of the product development processes pays for itself. Close coordination between purchasing and development is especially conducive to transparency and security in planning.

Aligned United

Dr. Christian Krämer, Sascha Schuhmann — Wed, 14 Dec 2011 14:50:18 +0100

Committed orientation of market players and their mobilization in the direction of a common objective are success factors in any situation where cooperation is especially critical. Case studies from the industries automotive, ICT, and government illustrate typical challenges and paths to solutions during collaboration.

Alignment is for everyone ...

Marc Alexander Conrad — Wed, 14 Dec 2011 13:44:20 +0100

Strategic business-IT alignment is an integrated management approach which is equally useful on both the business and IT side of operations. When it has been adapted to the corporate environment, its effects can spread within the structural and procedural organization to bring about optimal results.

The Alignment Paradox

Dr. Philip Hucke, Moritz Grüner — Wed, 14 Dec 2011 12:57:55 +0100

Whenever talk turns to alignment, the question arises as to where and how innovation can find any place at all within the framework of an “aligned” strategy and structure. The history of business can point to several examples of dominant market leaders who have paid the price of bankruptcy for their alignment with their current business. The challenge is to use alignment to optimize the company without losing sight of the risks and opportunities resulting from a changing environment around the company!

Draining Project Swamps...

Norbert Lange — Wed, 14 Dec 2011 12:32:57 +0100

Alarm for the COO

Christian Dietze, Jochen Drepper, Johannes Eigenseer — Wed, 14 Dec 2011 11:44:49 +0100

Whenever a strategy is implemented, the division “Operations” has a key role to play. The meshing of requirements and management of operational business activities in alignment with strategic goals, however, are constant challenges for the COO. Support can come in the form of a scorecard based on the process standard eTOM.

No Implementation, no Bonuses

Dr. Oliver Krause — Tue, 27 Sep 2011 11:18:35 +0200

Right from the start, programs for performance improvement are under a high pressure concerning results and delivery time. In the end there often little sustainable outcome. A sustainable performance management is required to address disillusioned managers and employees. An important aspect is to establish common responsibilty to achieve function-overarching goals and thus to avoid suboptimization. Effective performance management systems map the relations between critical success factors, enterprise structure and projects for performance improvement.

Less Is More

Björn Menden, Dr. Steffen Oehler, Dr. Stephan Wygoda — Mon, 26 Sep 2011 15:13:53 +0200

Simply beautiful – that’s how to articulate the major challenge for contemporary organizational design. Or even better: clear, simple, coherent. Yet it is not a question of simplification for its own sake, but rather the reorientation of the organizational structures aimed at realizing a sustainably effective and efficient telco business. Development in the direction of NGN is one of the drivers and enablers, perhaps even the decisive one.

On Your Way to Service Excellence

Dr. Andreas Lucco, Peter Tüscher, Simone Kansy — Mon, 26 Sep 2011 14:25:37 +0200

The human factor is a key component of service excellence, which is why the appropriate use of supporting technologies is dependent on the customer emotional potential and the performance of the service itself.

Being Successful in the Information Jungle

Dr. Gisela Löbel — Mon, 26 Sep 2011 13:18:45 +0200

Managers of leading companies are making increasingly greater use of findings from complex data analysis processes as an enhancement to their classic financial performance indicators so that they can secure the best possible market position for their companies and generate maximum business benefits. However, they must find ways to deal with the inevitable rise in complexity. New technologies and organizational measures are becoming more and more capable of fulfilling the desire for simplicity.

‘Tis More Blessed to Receive than to Search

André Deuker, Clemens Aumann, Dr. Andreas Albers, Hannes Duschinski — Mon, 26 Sep 2011 11:28:23 +0200

Using smart agents dramatically reduces the search efforts for customers. Simultaneously, manufacturers and retailers benefit from more detailed knowledge of their customers and the chance to present their products and services in real time and everywhere, while also aligning the interaction with customers to conform with their own brand image.

What Am I – And If So, How Many?

Claudia Skrobol — Wed, 06 Jul 2011 14:19:28 +0200

The seemingly infinite range of personalities, experience, and interests of the people working on projects is both blessing and curse. Any project manager and team member would have plenty to say on that subject. Managing this diversity and shaping it into a corporate project identity is a key to the success of the project.

The Quota is a Door-Opener for Extensive Cultural Work

Wed, 06 Jul 2011 13:39:55 +0200

One of the controversial discussions now going on in the media concerns the legislative requirement of a women‘s quota in Germany. Long before this topic moved into the focus of political discussions, Deutsche Telekom became one of the first DAX companies to encourage the appointment of women to executive positions. DMR spoke to Thomas Sattelberger, Executive Board member responsible for HR at Deutsche Telekom AG, about the current discussion as well as the success of the first year after the introduction of a women’s quota.

A Colorful Mix

Nicole Vollmer, Stephan Berninger — Wed, 06 Jul 2011 11:43:40 +0200

The shortage of specialists and managers is already reality in Germany today, and there is no reason to expect anything but a worsening of the situation. Companies are being driven more and more to address specifically employee groups which were previously ignored for the most part by personnel marketing activities and which are underrepresented statistically in companies. In view of this expansion of the pool of potential employees, companies can create significant competitive advantages in the war for talents by pursuing diversity management proactively.

Connection Established

Andreas Meider, Jörg Recktenwald, Patrick Eberwein, Torsten Oppel — Wed, 06 Jul 2011 11:13:16 +0200

Interacting with customers no matter where they may be at any given moment: the host of innovations and services impacting all aspects of our modern lives in conjunction with constantly updated information about the current status of the vehicle will turn the automobile Internet into a new and unique CRM channel of the future.

Always On

Dr. Britta Cornelius, Dr. Christian Kleinhans, Dr, Mike Radmacher — Tue, 05 Jul 2011 15:19:04 +0200

Retailers have arrived in the age of the Internet. But a break is not allowed: Customers are nearly everywhere and ‘always on‘. Now they must develop mobile strategies as a response.

Process Management 2.0

Jan-Henning Kock, Oliver Weitmann, Wilfried Kessler — Mon, 16 May 2011 15:03:01 +0200

The world is going through a small revolution “from below” and becoming increasingly democratic as Web 2.0 spreads. This is no less true for business process management. Company employees are developing and improving corporate processes “bottom up” with the aid of social media applications and transversing the “last mile” in process management: from process documentation to living reality.