Tag Archives: Peter Kawalek
The Flexible Future of IT
Posted on 26. oct, 2010 by Peter Kawalek.
(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 Oswaldo Lorenzo.
(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 Peter Kawalek.
(versión en español más abajo) A central point made by Clayton Christensen in The Innovator’s Dilema” que muchas veces las empresas fallan a pesar de ser gestionadas adecuadamente. La gestión de las empresas se basa en la satisfacción del cliente, el crecimiento, la optimización de la estructura de costes, y la maximización de la productividad [...]
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How capabilities are related to strategy?
Posted on 09. feb, 2010 by Gaston Gonzalez.
(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 Oswaldo Lorenzo.
(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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