Lowering the Center of Gravity around Enterprise IT

2010 ◽  
pp. 19-35
Author(s):  
Amy C. Hutchins ◽  
Brian D. Goodman ◽  
John W. Rooney
Keyword(s):  
Decision Making ◽  
Innovation Management ◽  
Management Program ◽  
Development Projects ◽  
Technology And Innovation ◽  
Corporate Development ◽  
The Common ◽  
Business As Usual ◽  
Manage Innovation ◽  
Core Part

In this chapter, we look at three key reasons why corporate development projects fail and how a technology and innovation management program can change a company’s approach to information technology. First, we briefly provide context to typical IT management issues, covering business-as-usual management with the role it plays as part of supporting the enterprise and the issues that arise because of it. We then review three common issues – solutions that are dead on arrival, dead by committee and dead by adoption. An introduction to IBM’s Technology Adoption Program describes one such innovation management discipline demonstrating through three brief case studies how to mitigate the common plagues of development projects. While the issues with technology and innovation management are obviously wide and varied, this chapter focuses on the need for a formal initiative to manage innovation. Similarly, fully understanding the workings of a program such as TAP is of considerable scope. The benefit to the reader is our focus on driving the decision making around technology to the users – the community – as a core part of making decisions.

scholarly journals Visual analytics for technology and innovation management

2021 ◽  
Author(s):  
Kawa Nazemi ◽  
Dirk Burkhardt ◽  
Alexander Kock
Keyword(s):  
Decision Making ◽  
Interaction Design ◽  
Visual Analytics ◽  
Innovation Management ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Technology And Innovation ◽  
Human In The Loop ◽  
Emerging Trends ◽  
Trend Mining

AbstractThe awareness of emerging trends is essential for strategic decision making because technological trends can affect a firm’s competitiveness and market position. The rise of artificial intelligence methods allows gathering new insights and may support these decision-making processes. However, it is essential to keep the human in the loop of these complex analytical tasks, which, often lack an appropriate interaction design. Including special interactive designs for technology and innovation management is therefore essential for successfully analyzing emerging trends and using this information for strategic decision making. A combination of information visualization, trend mining and interaction design can support human users to explore, detect, and identify such trends. This paper enhances and extends a previously published first approach for integrating, enriching, mining, analyzing, identifying, and visualizing emerging trends for technology and innovation management. We introduce a novel interaction design by investigating the main ideas from technology and innovation management and enable a more appropriate interaction approach for technology foresight and innovation detection.

scholarly journals Interpreting change through legal culture: the case of the Irish exclusionary rule

Legal Studies ◽  
2021 ◽  
pp. 1-18
Author(s):  
Claire Hamilton
Keyword(s):  
Decision Making ◽  
Common Law ◽  
Legal Culture ◽  
Macro Level ◽  
Judicial Decision ◽  
Exclusionary Rule ◽  
Judicial Decision Making ◽  
The Common ◽  
Law Of Evidence

Abstract The changes to the Irish exclusionary rule introduced by the judgment in People (DPP) v JC mark an important watershed in the Irish law of evidence and Irish legal culture more generally. The case relaxed the exclusionary rule established in People (DPP) v Kenny, one of the strictest in the common law world, by creating an exception based on ‘inadvertence’. This paper examines the decision through the lens of legal culture, drawing in particular on Lawrence Friedman's distinction between ‘internal’ and ‘external’ legal culture to help understand the factors contributing to the decision. The paper argues that Friedman's concept and, in particular, the dialectic between internal and external legal culture, holds much utility at a micro as well as macro level, in interrogating the cultural logics at work in judicial decision-making.

scholarly journals Widening the common space to reduce the gap between climate science and decision-making in industry

2021 ◽  
Vol 23 ◽  
pp. 100237
Author(s):  
Luise J. Fischer ◽  
Heini Wernli ◽  
David N. Bresch
Keyword(s):  
Decision Making ◽  
Climate Science ◽  
Common Space ◽  
The Common

STAKEHOLDERS, SPATIAL LOCATIONS AND TIME HORIZONS IN AN EXTENDED SOCIAL COST-BENEFIT ANALYSIS: A CASE OF PIPALPANKHA WATER RESOURCE PROJECT

2009 ◽  
Vol 11 (02) ◽  
pp. 245-265 ◽  
Author(s):  
P. RAM BABU ◽  
NALLATHIGA RAMAKRISHNA
Keyword(s):  
Decision Making ◽  
Water Resource ◽  
Social Cost ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Development Project ◽  
Development Projects ◽  
Benefit Analysis ◽  
Time Horizons ◽  
Spatial Locations

Cost-Benefit Analysis (CBA) has been serving as an important tool for decision making with regard to the development projects involving large investments. The Social Cost-Benefit Analysis (SCBA) is an extension of the CBA to certain social impacts, which hitherto were not measured. As the impacts of development projects on ecology and environment assumed importance, measuring the corresponding costs and benefits also began to assume significance. With the advancement in economic valuation techniques over time, measurement could be done and the framework of SCBA has been extended to incorporate the same. Moreover, unlike the CBAs, which do not account for the distributional aspects, the SCBA can potentially account for these. This paper presents a case study of extending the SCBA framework to include social and environmental impacts of a large water resource development project in India. It emphasises the distribution of project benefits and costs over stakeholders, spatial locations and time horizons so as to demonstrate the utility of extended SCBA in project decision making. It is observed that both the numeraire measure i.e. cost-benefit ratio, as well as the distributional analysis present a favourable case for the project.

Unveiling the myths of M&A integration: challenging general management and consulting practice

2015 ◽  
Vol 36 (2) ◽  
pp. 16-24 ◽  
Author(s):  
Florian Bauer ◽  
Julia Hautz ◽  
Kurt Matzler
Keyword(s):  
Design Methodology ◽  
Research Management ◽  
Integration Process ◽  
Senior Managers ◽  
Content Type ◽  
Corporate Development ◽  
General Management ◽  
Quantitative Studies ◽  
The Common ◽  
Successful Integration

Purpose – The purpose of this paper is to detect and challenge generally accepted management and consulting practice in Mergers & Acquisitions (M&As). M&As have been an important issue in strategic management and corporate development for decades. The integration process of two separate entities has been found to be of importance, and has, accordingly, received a significant amount of attention by research, management and consulting literature. Based on these insights, managers tend to rely on well-established and generally accepted rules developed by practice and consultants that should support a successful integration process and the generation of value. Nonetheless, M&As’ efforts still often fail to create value. So is the common practice of the established drivers and beneficial consequences of the integration of M&As right, or do the experiences of consultants, companies and managers reveal something different? Design/methodology/approach – To understand these challenges, the authors spent four years studying M&A projects and subsequent integration processes of more than 400 companies that engaged in M&A efforts. The data derived from four survey-based quantitative studies among more than 430 CEOs, CFOs and other senior managers in the field of M&As and personal interviews that were conducted to get in-depth insights. Findings – This extensive research on the efforts and projects of M&As over many years and including many companies reveals that successful integration processes are complex, social and culturally dependent endeavors and that the application of commonly accepted and established principles oversimplifies and disregards the interdependencies. Originality/value – The present paper unveils four established principles concerning the successful integration after M&As as tenacious myths and provides more differentiated insights into value-destroying and value-creating mechanisms in M&As.

Highly specific detection of KRAS single nucleotide polymorphism by asymmetric PCR/SERS assay

The Analyst ◽  
2021 ◽  
Author(s):  
Nana Lyu ◽  
Vinoth Kumar Rajendran ◽  
Jun Li ◽  
Alexander Engel ◽  
Mark P. Molloy ◽  
...  
Keyword(s):  
Colorectal Cancer ◽  
Decision Making ◽  
Clinical Decision Making ◽  
Clinical Decision ◽  
Nucleotide Polymorphism ◽  
Asymmetric Pcr ◽  
Specific Detection ◽  
Kras Mutations ◽  
Single Nucleotide ◽  
The Common

The molecular diagnosis of KRAS mutations has become crucial for clinical decision-making in colorectal cancer (CRC) treatments. Currently, the common methods for detecting mutations are based on quantitative PCR, DNA...

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