Tag Archives: Peter Kawalek

The Flexible Future of IT

Posted on 26. oct, 2010 by .

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(Versión en español más abajo) Gareth Morgan’s classic book ‘Images of Organization‘ teases out the assumptions implicit in how we think about our businesses. If we think the organization is a machine, then maybe we want an IT system that can be unwrapped, implemented and used to automate some part of the functions of that […]

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Corporate value of ERP systems

Posted on 01. oct, 2010 by .

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(Versión en español más abajo) I had the opportunity to participate last week in the 4th International SCM Symposium and Workshop in Madrid held by IE Business School. Two days of very good presentations about SCM and information technology issues. I – in conjunction with my colleagues Angel Diaz and Bjorn Claes – presented the […]

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Strategy in the Tech Age. Part One

Posted on 15. feb, 2010 by .

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(versión en español más abajo) A central point made by Clayton Christensen in ‘The Innovator’s Dilemma’ is that companies very often fail in spite of the fact that they are seemingly well-managed. Management focuses on customer satisfaction, on growth, on optimising the cost-base, and maximising the productivity of all resources. These are the prescriptions of […]

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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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Creating Capabilities to Support Sustained Performance

Posted on 25. ene, 2010 by .

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(Versión en español más abajo) In an interview recently published by Management Issues, one of us argued the following: “Many organizations work on the basis of short-term objectives and short-term actions to tackle the challenges they face. This could be good in some contexts but, in the long-term, we think we need to create internal […]

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