Developing a Portal Channel Strategy

2011 ◽  
pp. 51-67
Author(s):  
Jameson Watkins
Keyword(s):  
Focus Groups ◽  
Development Strategy ◽  
Business Processes ◽  
Development Work ◽  
Pilot Projects ◽  
External Resources ◽  
Channel Strategy ◽  
Programming Interfaces ◽  
Potential Content ◽  
Channel Development

This chapter provides a method for organizing a portal channel development strategy by identifying potential content, classifying it and then prioritizing it into distinct categories. Several effective ways of identifying content are discussed that include committees, focus groups and pilot projects. Representatives of the campus communities that will be using the portal are important to poll, ensuring they describe their actual needs versus what they think they need. External resources aggregated into the portal must be appropriate to the institution and reliable. Channels that streamline your institution’s business processes will be the most valuable parts of your portal; the bulk of your portal development work should be spent in creating them. Understanding your portal vendor’s programming interfaces to create custom, integrated applications is vital, as well as their philosophy in distributing new portal channels.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

An integrated process-based approach to intellectual capital management

2020 ◽  
Vol 26 (7) ◽  
pp. 1833-1850
Author(s):  
Oksana Lentjušenkova ◽  
Inga Lapiņa
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Management System ◽  
Business Processes ◽  
Integrated Management ◽  
The Other ◽  
Management Approach ◽  
Content Type ◽  
Stakeholder Interests ◽  
The Impact

PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

scholarly journals Modelling the Implementation of a Sustainable Development Strategy through Process Mapping

Proceedings ◽  
2020 ◽  
Vol 63 (1) ◽  
pp. 6
Author(s):  
Ioana Miruna Tătaru ◽  
Elena Fleacă ◽  
Bogdan Fleacă ◽  
Radu D. Stanciu
Keyword(s):  
Development Strategy ◽  
Performance Indicators ◽  
Business Processes ◽  
Value Added ◽  
Value Stream ◽  
Classification Framework ◽  
Environmentally Responsible ◽  
Energy Innovation ◽  
Process Classification

Industry 4.0 implies sustainable production by providing green products created through environmentally responsible processes. This paper aims to analyze the two main business processes responsible for energy innovation in a telecommunications company: “develop property strategy and long-term vision” and “evaluate environmental impact of products, services, and operations”. The processes will be introduced using an initial set of key-performance indicators (KPIs) and American Productivity & Quality Center (APQC) Process Classification Framework activities. Through value stream analysis, the non-value-added activities will be eliminated. Ultimately, to provide an overview for the stakeholders, a new set of KPIs will be proposed and the processes will be modeled using Event-Driven Process Chain (EPC) and Suppliers-Inputs-Process-Outputs-Customers (SIPOC) methods.

scholarly journals The analysis of the digital transformation trends in the Ukrainian economy

VUZF Review ◽  
2021 ◽  
Vol 6 (4) ◽  
pp. 136-144
Author(s):  
Hanna Snopenko ◽  
Olga Balueva ◽  
Olena Tanchyk
Keyword(s):  
Development Strategy ◽  
Business Models ◽  
Business Processes ◽  
Industrial Revolution ◽  
Digital Economy ◽  
Digital Transformation ◽  
New Production ◽  
Fourth Industrial Revolution ◽  
Digital World ◽  
The World

The consistent evolution of technology around the world creates new production tools and opportunities for different economic agents. As a result, new economic structures are emerging as a result of industrial revolutions. Today, the digital economy is seen as the backbone of the fourth industrial revolution, as there is a clear shift in the underlying technology and signs of a technological and economic paradigm shift. The current stage of the industrial revolution is associated with the Internet communication technologies development, which has significantly changed the technology of business processes and has been called "digitalisation". Thus, the fourth industrial revolution and the third wave of globalisation are based on the digital economy. The article explores trends in the development of the Ukrainian economy under the influence of ubiquitous digitalisation. Digital transformation changes traditional business models of organisations, allowing them to occupy profitable niches in global markets, raising the prestige of business and the state as a whole. In today's environment, the level of digitalisation illustrates the degree of companies' competitiveness and is a determining factor in development strategy. To analyse the processes of digitalisation and determine the place of Ukraine in the digital world, the article identifies and describes four zones of digital transformation, which are particular to the world economies. It is determined that Ukraine has fallen into a zone of prospective economies, where digital infrastructure is limited. Still, digital development is accelerating, indicating the potential for digitalisation to flourish, which will benefit economic recovery from the COVID-19 pandemic and long-term transformation. Ukraine's integral digital transformation index score is placed at 2.81 out of a possible 5 in 2021. It was determined that the main barriers to the digital transformation development in Ukrainian business include ineffective legislation, insufficient funding and low digital literacy of the population. However, the highest score among the index components was given to companies' overall level of digital transformation. A positive result of the survey is confirmation of increased investment in the digital technologies development in Ukraine: priority investments in this area include customer interaction, data analytics and HR management.

scholarly journals Methodological approach to economic analysis and control of enterprises under conditions of economic systems transformation

2021 ◽  
pp. 150-157
Author(s):  
A Viknianska ◽  
D Kharynovych-Yavorska ◽  
M Sahaidak ◽  
A Zhavoronok ◽  
V Filippov
Keyword(s):  
Economic Analysis ◽  
Development Strategy ◽  
Internal Control ◽  
Scoring System ◽  
Information Technologies ◽  
Business Processes ◽  
Methodological Approach ◽  
Complex Model ◽  
Integrated System ◽  
Systems Transformation

Purpose. To substantiate the methodological approach to the development of research components of the integrated system of complex economic analysis and internal control of the enterprise. Methodology. The main methods of this research are statistical methods, the latter being used for processing of statistic data; methods of formalization and mathematical simulation used for development of conceptual analysis base to control the enterprises activity. Findings. A complex model of diagnostics of enterprises activity in a competitive environment is proposed, which is based on the methodology of complex economic analysis with the use of financial and non-financial indicators. To assess the competitive advantages of the enterprise, we offer an algorithm to calculate an integrated indicator of the level of its competitiveness using a balanced scoring system. Originality. In the course of research, the scientific and methodological approach to a complex evaluation of influence of a research component on development of competitive strategy of the enterprise was developed. Unlike the existing ones, this approach involves: - development of an integrated system of complex economic analysis and internal control over business processes of enterprises with the use of modern information technologies, which allows assessing their competitiveness, forming a development strategy; - methodical procedures of internal control of the enterprise with the use of financial and operational budgets and management reports based on a balanced scoring system, using CVP-analysis, which allows forming flexible budgets. Practical value. The results of the study can be used by practitioners, scientists, government officials to monitor the development of the corporate architecture, to study enterprise development processes.

scholarly journals КОНСОЛІДОВАНО-АНАЛІТИЧНА СИСТЕМА ОЦІНЮВАННЯ РОЗВИТКУ ПІДПРИЄМСТВ ЯК ОСНОВА УПРАВЛІНСЬКОЇ ЕФЕКТИВНОСТІ: ДОЦІЛЬНІСТЬ ЗАСТОСУВАННЯ ДИВЕРСИФІКАЦІЙНО-ІНТЕГРАЦІЙНОГО НАПРЯМУ

2020 ◽  
Vol 147 (3) ◽  
pp. 83-97
Author(s):  
Христина Ярославівна Залуцька
Keyword(s):  
Development Strategy ◽  
Process Optimization ◽  
Business Processes ◽  
Development Trend ◽  
Business Environment ◽  
Business Development ◽  
Evaluation Framework ◽  
Analytical Evaluation ◽  
Current Position ◽  
Modern Development

In the context of neo-technological reproduction, the diversification and integration development strategy will contribute to ensuring long-term effective business performance through extensive use of available business capacities necessary for creating products which foster transformational process cycling within their operating environment. The diversified integrative development is a unique development paradigm that triggers optimally rational use of the enterprise current position specifics, opportunities for diversification, identification of business units within business operational activity structure as well as offers benefits of its integration with attractive stakeholders. In turn, this translates into the need to build a certain consolidated framework for evaluating the above development trend which would enable to determine the feasibility, expediency, and the relevance of such development. This ideally should be grounded upon the promising business processes in the current and strategic periods and thus driving the priority of their efficiency evaluation alongside the opportunity for rationalization of the number and structure of particular business processes to ensure enterprise effective functioning in the neo-technological reproduction settings. The purpose of this article is to build a consolidated analytical framework to evaluate the diversified integrative business development as the core for its managerial efficiency. The research has been carried out by employing the methods of classification; analogy; abstraction; grouping; analysis; synthesis and morphological analysis. The developed consolidated analytical evaluation framework is based on the principles that enable to explore the relevance and the applicability of using the diversification and integration development strategy and to assess its implementation effectiveness. The findings provide rationale for selecting indicators to assess the relevance of implementing the diversification and integration development strategy by using a development trend criterion, since the evaluation results obtained for each unit will facilitate the possibility and specify the need for its application, subject to enterprise business environment specifics as well as its further development prospects. To attain better effectiveness in selecting a promising development trend, a corresponding evaluation framework has been suggested based on performance efficiency indicators, optimality, and the maximum possible effectiveness of the interaction between enterprise business processes, identified within its structural components which boosts these process optimization to ensure successful business development in conditions of rapidly changing environment. It is argued the proposed consolidated analytical evaluation framework will contribute to assessing the enterprise current position, its compliance with modern development trends and opportunities for increasing performance efficiency through rationalization of enterprise business structure (business process optimization), along with providing implications that help selecting an effective area for further successful strategic development.

scholarly journals HR-STRATEGIES AND TECHNOLOGIES OF COMPANY MANAGEMENT IN THE CONDITIONS OF THE COVID-19 PANDEMIC

2021 ◽  
Author(s):  
Iryna Horbachova
Keyword(s):  
Personnel Management ◽  
Development Strategy ◽  
Corporate Culture ◽  
Group Work ◽  
Technological Progress ◽  
Business Processes ◽  
Workforce Planning ◽  
Staff Motivation ◽  
The Individual ◽  
Management Staff

In 2020, one of the main factors influencing international business processes was the spread of the COVID-19 pandemic. In response to the COVID-19 pandemic, there have been significant changes in the activities of many countries and companies around the world. The development of personnel management technologies is characterized by modern ones trends, among which can be distinguished such as technological progress; mobility and other features of the new generation; new guidelines in communications and group work staff. Certain trends are intertwined. Technological progress in first of all it changes people, their habits, mobility in communications. In addition, the structure of the organization, its information environment changes. Emphasis in management staff focus on such human qualities as emotional intelligence, creativity, emotionality. Clear balancing of different activities of the company, reduction of routine operations and their executors, increase of a share of creative work, giving more weight to creative staff - trends in the organization of the future. Management technologies are changing under the influence of the COVID-19 pandemic and have their own characteristics. According to the mission of the organization and the individual, from development strategy to specific operational plans. The organization of relations with the employer also suffers changes both in the formal plane (today employees have several employers; work as freelancers, contractors, etc.). In addition, technology is changing interaction and organization of group work. The development of the management system of an international company involves the formation of a strategy for the development of the organization, HR-strategies that contain the values of the organization as a producer of goods and services and as an employer; enables the development of corporate culture and positioning of each employee in relation to the development of the organization. This approach allows us to consider modern technologies of personnel management in accordance with the main sub-functions. Among them: strategic workforce planning; search, selection of personnel; staff training and development; personnel efficiency management; staff motivation through recognition and rewards; career development of staff, motivation for leadership.

scholarly journals Prospects for cooperation between the financial corporation and companies, working in the field of digital technologies

Upravlenie ◽  
2019 ◽  
Vol 7 (2) ◽  
pp. 57-64 ◽  
Author(s):  
V. S. Efremov ◽  
A. S. Pilishvili
Keyword(s):  
Development Strategy ◽  
Financial Services ◽  
Business Processes ◽  
Rapid Development ◽  
Digital Technologies ◽  
Open Architecture ◽  
Financial Industry ◽  
Digital Products ◽  
Advantages And Disadvantages ◽  
Main Regulator

The problems, associated with the development of new digital technologies, which, in turn, have an impact on the activities of large financial institutions of the Russian Federation, have been examined in the article. The aim of the study is to analyze the current situation in the economy, related to the growth of the market for digital products, their integration into the existing model of providing financial services to clients, as well as finding solutions to the joint activities of financial corporations and financial and technological companies. The definitions and main activities of financial corporations and fintech startups have been given in the article. The advantages and disadvantages of a large financial corporation and developing companies, operating in the field of digital technologies, as well as the positive results of combining their resources, have been highlighted. Positive examples of world experience in cooperation between the two types of these organizations and the attitude of the main regulator of the Central Bank of Russia to the development and implementation of financial technologies in the country’s economy have been adduced.The problems and opportunities of high competition in the struggle for the modern consumer, which lead to the rapid development of the entire financial industry market, have been analyzed. The results of the study have showed, that every day, worldwide, fintech companies test a significant number of digital products, various open architecture tools, methods of transferring information through blockchain technologies, and optimize and integrate into the existing systems new client base programs, that completely change the main business processes of large enterprises and have a significant impact on the main consumer - a person. This indicates the need for further research aimed at studying and analyzing the integration of financial corporations with technology companies, changing the existing business model, finding new approaches to the modern consumer and creating a new organization development strategy in the digital economy of the country.

EFFICIENCY OF THE INNOVATIVE PROJECT LLC «INSTITUTE STROYPROEKT»

2021 ◽  
Vol 2 (6) ◽  
pp. 30-36
Author(s):  
A. S. BUDAGOV ◽  
◽  
R. V. MOLCHANOVA ◽  
Keyword(s):  
Business Processes ◽  
Net Present Value ◽  
Production Capacity ◽  
Innovation Process ◽  
Development Work ◽  
Practical Implementation ◽  
Innovative Project ◽  
Average Annual Production ◽  
Construction Organization ◽  
Product Sales

An innovative project of LLC «Institute Stroyproekt» was chosen as the object of research. The program of construction and installation works, the average annual production capacity of a construction organization, the effectiveness of personnel policy and administrative and economic costs, indicators of proceeds from product sales are linked by the authors with the efficiency of the economic activity of the enterprise and prof-itability indicators. The analysis summarizes the payback of the innovative project and the payback step, as well as the project's net present value and the internal rate of return. The article presents an assessment of the effectiveness of an innovative project using a discounted method for assessing investment and innovation projects. The authors noted that the innovation process, in addition to fundamental research, includes the determination of rational ways of practical implementation of development results through the implementation of research and development work and development work aimed at reengineering means of production, ma-terials, technologies and business processes, with the preparation of technical and economic justification and subsequent commercialization.

The Implementation of Electronic Commerce in SMEs in Singapore

2011 ◽  
pp. 51-74
Author(s):  
Wei-Chang Kong
Keyword(s):  
Private Sector ◽  
Electronic Commerce ◽  
Development Strategy ◽  
Business Processes ◽  
Joint Venture ◽  
Relevant Information ◽  
International Institute ◽  
Internet Commerce ◽  
Internet Users ◽  
Computer Board

This chapter analyzes why small to medium enterprises (SMEs) in Singapore have or have not adopted electronic commerce, and explains issues affecting its adoption. In recent years, the Singapore government has spearheaded the implementation of e-commerce in Singapore. SMEs still have not heeded the government’s call. In a survey conducted by AC Nielsen, commissioned by the National Computer Board of Singapore, it was found that of 13 percent of 1,500 randomly selected adults, only 6 percent made a purchase using the Internet (NCB, 1998). The reasons for Singapore’s SMEs’ uniform and widespread unwillingness to adopt e-commerce despite the government’s push, are still largely unknown. Research published on the Singapore Government’s e-commerce web site (http://www.ec.gov.sg) (also Singapore 2000; 1998a; 1998b), has information only on surveys showing that Internet users are still rather unsure of e-commerce, especially towards Internet commerce. What is required is information from the SME’s viewpoint. Already certain “seminal” advantages exist in adopting e-commerce, such as: cost savings, improved productivity and streamlined business processes. This research will obtain relevant information from selected SMEs in Singapore, to better understand issues that have led to the current e-commerce situation in Singapore. The Singaporean Government has consistently focused on promoting informatization and information industry development in the economic development strategy of the island economy (IMCM, 1998). Among developing countries, Singapore has achieved one of the highest rates of diffusion of information technology (Wong, 1996; Wong 1998; Corbitt & Thanasankit, 2002). Singapore has also been regularly rated as maintaining among the best telecommunications infrastructure in the world, according to the annual World Competitiveness Report (International Institute for Management Development, 1996). The “electric commercialization” of Singapore started in 1996 with the National Computer Board (NCB) and with the e-commerce Hotbed Program (ECH) to jumpstart the pervasive use of e-commerce and position Singapore as a hub for e-commerce. An e-commerce committee established six guiding principles to promote e-commerce in Singapore: • The private sector should take the lead • Government should create a framework that provides certainty and reliability • Government should provide a secure and safe environment • Joint venture pilots and experiments between Government and the private sector are needed to expedite e-commerce growth and development • Innovative, transparent and liberal policies should be proactively pursued by Government • Consistency with international regimes, international cooperation and interoperability are necessary for e-commerce to thrive (National Computer Board, 1998)

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