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Information Technology: Commodity or Strategic Resource (2)

Posted on 29. mar, 2012 by .

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(versión en español en los próximos días) In the previous post, we brought out the controversy about IT being a commodity or a strategic resource. Depending on what side you take, IT management could be about administering costs and risks (commodity) or about envisioning and making the most of the business value of IT (BVIT). […]

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Quo Vadis? Process Standardization or Process Differentiation?

Posted on 01. mar, 2011 by .

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(versión en español más abajo) After several decades of evolution, business process management is entering an interesting phase as forces towards process standardization face opposing forces toward process differentiation. Which camp is going to prevail and what are going to be the implications of this confrontation on the profession of business process management in the […]

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They say we need a business case for the IT investment!

Posted on 06. dic, 2010 by .

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(versión en español más abajo) Information Technology (IT) represents the largest portion of capital expenditures in many corporations, particularly in the service sector. And with so many IT investments having produced at best questionable value, it is not surprising that CEOs and CFOs insist on getting a complete business case for large IT capex. But, […]

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Business vs. Capability: a Triangle of Misunderstanding

Posted on 08. nov, 2010 by .

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(versión en español más abajo) Every time an organization attempts to develop and deploy a strategic capability, at least three perspectives emerge, and they tend to conflict among each other. Sometimes, the conflict is constructive helping to increase capability assimilation and business impact. In my experience, more frequently than desired, the conflict becomes paralyzing, contributing […]

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Information Technology and Business “Ecosystems”

Posted on 19. oct, 2010 by .

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(versión en español más abajo) Firms are part of complex business systems, where networks of players are connected by different type of relationships. The fabric of these relationships is made of people, process and technology. If your company is trying to determine whether information technology (IT) is a commodity or a strategic resource, it is […]

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Information Technology: Commodity or Strategic Resource (2)

Posted on 09. jul, 2010 by .

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(versión en español en los próximos días) In the previous post, we brought out the controversy about IT being a commodity or a strategic resource.   Depending on what side you take, IT management could be about administering costs and risks (commodity) or about envisioning and making the most of the business value of IT (BVIT).   […]

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Information Technology: Commodity or Strategic Resource? (1)

Posted on 24. may, 2010 by .

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A few years ago, a paper in the Harvard Business Review raised a heated controversy.  It was titled “IT Doesn’t Matter”.   The basic tenet of the author was intriguing: IT has become a commodity, “affordable and accessible to everyone, it no longer offers strategic value to anyone … Now that IT is ubiquitous, we must […]

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Does the Balanced Scorecard tell the whole picture about Strategic Capabilities?

Posted on 21. abr, 2010 by .

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(Versión en español mas abajo) The Balanced Scorecard (BSC) has become a standard de facto, widely used in many corporations to support strategy formulation and execution. And capabilities, the drivers of competitive advantage (and the main topic of this blog) are key components of any sound business strategy. Is it possible that firms that have […]

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Strategic Capabilities live and die in a Darwinian environment

Posted on 25. mar, 2010 by .

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(Versión en español más abajo)  Fast rabbits do better in the woods than slow rabbits. They have a better chance to outrun their predators, survive, reproduce and transmit to their offspring the key quality that helps them survive: speed.   Slow rabbits, on the other hand…well, you know what usually happens to them!  Natural selection helps […]

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How capabilities are related to strategy?

Posted on 09. feb, 2010 by .

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(Versión en español más abajo) The Long Conversation approach argues that the development of organizational capabilities (e.g. technology mastery, workplace practice, talent management … etc) can be better understood through an emergent and diligent learning process.    One question immediately comes to mind:  “Yes, but what capabilities should our corporation be developing?  Are all capabilities equally […]

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