A model to assess customer alignment through customer experience concepts

Business and Information Technology Alignment (BITA) has been one of the main concerns of IT and Business executives and directors due to its importance to overall company performance, especially today in the age of digital transformation. For BITA has been developed several models which in general has focused in the implementation of alignment strategies for the internal operation of the organizations and in the measurement of this internal alignment, but, there is still a big gap in measurement models of the alignment with the external environment of the organizations. In this paper is presented the design and application of a maturity measurement model for BITA with the customers, where the customers are actors of the external environment of the companies. The proposed model involves evaluation criteria and business practices which the companies ideally do for improve the relationship with their customers.Comment: 12 pages, Preprint version, BIS 2019 International Workshops, Seville, Spain, June 26 to 28, 2019, Revised Paper

A study on technology management process: the parts and components suppliers in the Turkish automotive industry

This paper summarizes part of an empirical study on technology management process in the Turkish automotive parts and components industry. In this study, technology management practices in the Turkish automotive parts and components suppliers' sector are described and evaluated. Practices, techniques, and approaches are proposed to improve the level of technology management so as to turn technology into a competitive weapon. The investigation is organized within the framework of a process model for technology management that consists of technology identification, selection, acquisition, exploitation, protection, and abandonment. A comprehensive questionnaire addressing all phases of this process is developed and the results of 21 companies are presented

Technical Assistance for Expanded Learning Opportunities in California

The After School Division (ASD) of the California Department of Education in collaboration with Public Profit, has released Technical Assistance for Expanded Learning Opportunities in California. This report shares high-level information about the availability of technical assistance (TA) by region, strategy, and links to Quality Standards for Expanded Learning. Regional Profiles provide at-a-glance information about providers in each of California's 11 regions.This report will help to inform the ongoing conversations about how to support high quality Expanded Learning Opportunities in California for all youth. California is a national leader in Expanded Learning, both for the breadth of its publicly funded Expanded Learning programs and for its growing focus on quality. THe ASD is further enhancing its supports for program quality through the System of Support, including fuding for TA. Understanding the current TA landscape enahnces the ASD's ability to make strategic investments to support Expanded Learning Opportunities

Understanding new venture market application search processes: A propositional model.

Technology-based ventures are confronted with complex decisions on how to apply their technology platform in highly uncertain and ambiguous market environments. Based on four case studies, a dynamic decision model is developed in which we highlight the similarities between the search and learning processes in venture development contexts and in new product development contexts. This entrepreneurial search and learning process is understood as consisting of sequences of episodes – characterized by uncertainty and ambiguity - and scripts – i.e. approaches to market application search. The model implies that a venture's adaptability - i.e. its ability to move efficiently and effectively between these episodes and their related scripts - influences its survival.Case studies; Decision; Decisions; Learning; Market; Model; Processes; Product; Product development; Research; Sequences; Similarity; Studies; Technology; Uncertainty;

Benchmarking Philanthropy

The CEO's question of "How are we doing?" can strike fear into the hearts of executives responsible for corporate philanthropy. Unlike almost every other area of corporate activity, there are no tried and true methods for benchmarking philanthropic performance. Beyond counting the volunteer hours and dollars given away, companies are left to determine the value and impact of their philanthropy in a vacuum.Yet FSG has found that benchmarking philanthropic performance against industry peers is possible -- and extremely helpful in finding ways to increase both the business and social benefit of every dollar the company contributes. Many of the same principles that make benchmarking so important to other corporate activities, such as marketing, product development and sales, can be extended to a company's philanthropy -- and knowing how you are doing relative to your competitors turns out to be just as important in making good social investments as it does in making other kinds of investment decisions

Planning strategically, designing architecturally : a framework for digital library services

In an era of unprecedented technological innovation and evolving user expectations and information seeking behaviour, we are arguably now an online society, with digital services increasingly common and increasingly preferred. As a trusted information provider, libraries are in an advantageous position to respond, but this requires integrated strategic and enterprise architecture planning, for information technology (IT) has evolved from a support role to a strategic role, providing the core management systems, communication networks, and delivery channels of the modern library. Further, IT components do not function in isolation from one another, but are interdependent elements of distributed and multidimensional systems encompassing people, processes, and technologies, which must consider social, economic, legal, organisational, and ergonomic requirements and relationships, as well as being logically sound from a technical perspective. Strategic planning provides direction, while enterprise architecture strategically aligns and holistically integrates business and information system architectures. While challenging, such integrated planning should be regarded as an opportunity for the library to evolve as an enterprise in the digital age, or at minimum, to simply keep pace with societal change and alternative service providers. Without strategy, a library risks being directed by outside forces with independent motivations and inadequate understanding of its broader societal role. Without enterprise architecture, it risks technological disparity, redundancy, and obsolescence. Adopting an interdisciplinary approach, this conceptual paper provides an integrated framework for strategic and architectural planning of digital library services. The concept of the library as an enterprise is also introduced

Validating adequacy and suitability of business-IT alignment criteria in an inter-enterprise maturity model

Aligning requirements of a business with its information technology is currently a major issue in enterprise computing. Existing literature indicates important criteria to judge the level of alignment between business and IT within a single enterprise. However, identifying such criteria in an inter-enterprise setting – or re-thinking the existing ones – is hardly addressed at all. Business-IT alignment in such settings poses new challenges, as in inter-enterprise collaborations, alignment is driven by economic processes instead of centralized decision-making processes. In our research, we develop a maturity model for business-IT alignment in inter-enterprise settings that takes this difference into account. In this paper, we report on a multi-method approach we devised to confront the validation of the business-IT alignment criteria that we included in the maturity model. As independent feedback is critical for our validation, we used a focus group session and a case study as instruments to take the first step in validating the business-IT alignment criteria. We present how we applied our approach, what we learnt, and what the implications were for our model