DMR

Future of Cloud (V)

Mon, 15 Feb 2010 14:33:09 +0100

In mid January 2010 Detecon’s Thorsten Claus met with Aruba Networks’ Head of Technical Marketing, Paul Curto on their spacious Sunnyvale campus. The open office space is bustling with engineers huddling over blueprints and pointing at exposed electronics of prototypes with cables hanging out. But more so, software developers are scanning through code, and a whiteboard is densely scribbled with schema and database information and event flows.

The Subtle Difference Is in the IT

Marcel Berneaud — Tue, 09 Feb 2010 11:33:23 +0100

During times of crisis, banks and insurance companies must seek to reposition themselves in some areas. It is more important than ever before for companies to set themselves apart from the competition. The success of such a differentiation strategy is in no small part dependent on effective and holistic management of enterprise architecture – and on the identification of the core business capabilities.

Future of Cloud (IV)

Thu, 04 Feb 2010 11:27:31 +0100

In November 2009 Detecon’s Thorsten Claus spoke to Iterasi’s CEO Pete Grillo in Iterasi’s headquarter on the 8th floor of the Pioneer Arts building in downtown Portland about the transition from a typical Web 2.0 startup to a sustainable business with many Cloud aspects.

Future of Cloud (III)

Thu, 28 Jan 2010 11:38:02 +0100

In December 2009 Detecon’s Thorsten Claus spoke with Lew Tucker, CTO, Cloud Computing at Sun Microsystems. Lew is one of the great visionaries of Cloud Computing, with hands-on experience how to get these visions into the market.

The Evolution of Video Gaming Distribution

Nathan Cao — Tue, 19 Jan 2010 12:53:18 +0100

The video gaming space is currently seeing a rapid change in distribution methods, from physical media such as CDs, to digital transmission. This change will also transform how content is produced, priced and consumed. All these disruptions in the industry are going to open up many opportunities for new players to enter and for existing players to innovate, opportunities that are also open to telecom operators. However, what kinds of opportunities are these and what is really at stake? Additionally, should operators even consider playing in this industry and if so, how can they take advantage of the digital transformation of gaming distribution?

Future of Cloud (II)

Thu, 07 Jan 2010 12:46:33 +0100

Detecon’s Thorsten Claus caught up with Brian Wilcove, Partner at Sofinnova Ventures, in December 2009 to discuss the venture capital perspective on Cloud computing, as well as fascinating insights on future areas for Silicon Valley investment and telecom opportunities.

Future of Cloud (I)

Tue, 15 Dec 2009 10:54:57 +0100

In late November 2009 Detecon’s Thorsten Claus caught up with salesforce.com’s Director of Platform Research, Peter Coffee, in a conversation to learn more about the experiences driving their decisions and where the company plans to go next in its relentless efforts to continue growing through a down economy.

Strategy Driven Process Concept

Reinhard Schmitz, Wolfgang Löffelsender — Wed, 09 Dec 2009 13:31:52 +0100

A special set of process and quality indicators provide corporate management with information to detect weaknesses and enable it to develop and implement strategic measures to eliminate them. The larger the organization, the more important these indicators are as a means of making potential for improvement plain to see. Even if a process improves, it won’t be noticed unless indicators quantify it.

Backward Somersault

Holger Hasenstab — Tue, 08 Dec 2009 13:29:11 +0100

As cost-cutting programs have been carried out in recent years, they have been accompanied by numerous initiatives in the direction of standardization and lean management. Such measures have long-term impacts on the company which penetrate more deeply into its structures with every new product development. But focus is shifting back to creating value rather than on return on equity. Our study shows that insourcing can be an opportunity in the crisis.

Best People

Raffaela Wintergerst, Stephan Berninger — Thu, 12 Nov 2009 12:03:58 +0100

Anyone who can maintain an overview of a company’s own high-performance and high-potential personnel will score points when filling vacant key positions. International companies in particular require structured, harmonized methods and processes aimed at doing just that. Overcoming cultural differences plays a decisive role in this area.

Objectivity Rather Than Gut Feeling

Michael Kruess — Thu, 22 Oct 2009 12:15:46 +0200

Despite deadline pressures and a lack of information, CIOs must make long-term investment decisions related to IT infrastructure. Confronted with fast “return on investment” demands, insufficient information, and the consequent lack of a clear appraisal of the effects of changes, they frequently base their decisions on gut feeling, vendor contacts, and individual experience. The use of application infrastructure intelligence enhances this subjective approach by incorporating solid information.

The tower of strength

Peter Prügelhof — Thu, 15 Oct 2009 10:12:54 +0200

When there is a crisis to be mastered, the first step that springs to mind is to cut costs. But partial retirement, termination of limited-term contracts, severance settlements, and the creation of service companies all have the same effect: experience walks right out the company gate. Futurologists have observed the phenomenon of the "comeback of the senior citizen". But wouldn't it be marvelous if experienced employees did not first have to leave so that they can come back?

Navigating with a Sure Hand

Thomas Schaer — Thu, 24 Sep 2009 11:30:31 +0200

An up-to-date data map models the information technology of a company. It is important support for CIOs in ordering and maintaining control over the complexity of the IT systems and data structures. Moreover, it improves communications between business and IT, creates transparency about the utilization of data, and reveals potential for financial savings.

The Transparent Customer

Daniel Henkel, Dr. Wolfgang Knospe, Peter Krah — Thu, 24 Sep 2009 10:40:58 +0200

The successful operation of a mobile network is based on knowing the customers’ needs precisely. Today’s mobile applications in particular collect information about customers in tremendous detail. The systematic analysis of the data and incorporation of the results in all of the strategy development and planning processes guarantees focused investments and a profitable network. The framework is defined by ethical and legal considerations for protection of the customers’ privacy.

In the Beginning Is the E-mail

Christiane Eckardt — Thu, 24 Sep 2009 10:28:00 +0200

Even high-ranking managers write their e-mail correspondence themselves in today’s world. But they do not always observe the fundamental rules of communication. This is detrimental to transparency and, what is more, to corporate culture. But this will not change in companies until structural irresponsibility once again gives way to highly personal responsibility for every communication.

The Rabbit in the Hat

Wed, 23 Sep 2009 13:14:07 +0200

Whenever there is talk about the creation of transparency in companies, process management and IT are often mentioned in the same breath. But exploitation of the potential through a genuine meshing has yet to be realized by most companies. The magic word here is “ process analytics” and means the quantitative evaluation and intelligent analysis of the corporate processes.

Good Performance, Poor Performance

Alexander Meissner, Dr. Roland Keil — Wed, 23 Sep 2009 12:57:27 +0200

Key performance indicators are the talk of the town whenever conversation turns to the successful control of processes. When consistently integrated into goal systematics, process performance measurement systems really do enable performance-oriented control at all levels. This has a positive effect on employee motivation – and on the financial success of the company.

Putting On the Euro Glasses

Andrej Budo-Marek — Wed, 23 Sep 2009 12:45:20 +0200

More than ever before, IT today is facing the challenge of proving its value contribution while managing at the same time its efficiency in a business oriented way. Strategic and operational IT controlling provide the instruments therefore required.

Catching the Cash Cow

Arne Linnemüller, Dr. Christoph Tempich — Wed, 23 Sep 2009 12:11:39 +0200

A market-oriented product portfolio secures competitive advantages for a company and is absolutely essential, especially during economically troubled times. The key tool behind modern portfolio management is the so-called portfolio scorecard. When used in conjunction with Enterprise 2.0 technologies, it enables companies to make their data collection and evaluation processes within portfolio management leaner, saving time and cutting costs.

The CFO’s New Clothes

Christian Barte — Wed, 23 Sep 2009 11:38:26 +0200

The increasing market saturation combined with the mounting financial crisis is having its effects on many telecommunications operators. More than ever, the support of the Chief Finance Officer is needed when telecommunications operators steer through these troubled waters. However, many of them are still more focused on operational financial activities than on Strategic Business Decision Support. This article examines the current situation of the role of the Chief Finance Officer and provides a view on its growth opportunities given the new challenges of the financial crisis.