Consumer-Centric Reengineering at the Colorado Department of Revenue

In the summer of 1993, the Colorado Department of Revenue, in response to a directive by then Colorado Governor Roy Romer was faced with the following questions: How to transform a bureaucratic state agency into a customer- friendly\u27 organization at a time when public confidence in the government is deteriorating? How to instill a work culture within the organization that encourages proactive change and improves transparency and accountability in our operations? How to reengineer work processes and antiquated systems in the department in a way that adds value to our constituents and improves employee retention? How to accomplish these changes within the budgetary, staff, and resource constraints set by the State Legislature? This article describes three projects that addressed these issue

Competing in the Business Process Outsourcing Industry: A Call Center Case Study

In this paper, we study the business model of a call center in the business process outsourcing industry through case study research method to understand its business model and critical success factors. We found that the case company employed a concept of “virtual call center” and has developed “standard service processes” and “reused” them across various industries, product lines, and countries with only minor adjustment and customization. The case company leaned from Intel’s Copy Exactly technology transfer method and TSMC’s smart copy to take advantage of the experience curve. Its business model, and deployment and integration of information and communication technologies makes it possible to shorten the time for developing new services, reduce CSR training cost, and maintain competitive advantages such that it continues to grow rapidly and is profitable. Therefore, the company can provide streamlined and professional service for their business clients to keep excellent customer relationship. We have observed the new phenomena, “Service Sector Manufacturization” through the analysis of the case data collected

Non-Patient Laboratory Outreach Testing Feasibility Study For A Community Hospital Laboratory

An assessment of the feasibility was conducted for developing, and implementing a new service that would accept non-patient specimens for testing in a community hospital laboratory. The service would improve the delivery of healthcare services for patient, physician, and community through the recommendations. Costs persistently rise and shortages amongst physicians and other patient care personnel are climbing. Supporting our community and system physicians by offering high quality laboratory testing in a timely manner with consultative services offered by pathology reinforces a community hospital’s commitment to improving the physician experience. Diagnostic laboratory testing is a critical piece in treating patients, and the option to send specimen testing to the hospital laboratory has been a requested service from physicians whose offices are located in close proximity. Studying the feasibility of adding an additional service line for specimen only outreach testing including an electronic order entry option, overcoming the managed care contract barrier and staffing considerations would be beneficial to patients, caregivers and the community hospital. The potential exists to reduce costs, improve quality and strengthen physician engagement by implementing one of the recommendations. Providing quality laboratory results to the clinics within the system and community physicians surrounding is an opportunity for clinical laboratories to positively impact the utilization management of diagnostic testing in collaboration with managed care organizations to deliver healthcare more efficiently. Recommendations for the community hospital include offering the service to system owned physician clinics with the phased implementation of the electronic medical record. To service non-system owned clinics near the facility web based software is an alternative

Special Libraries, Winter 1995

Volume 86, Issue 1https://scholarworks.sjsu.edu/sla_sl_1995/1000/thumbnail.jp

An analysis of the impact of IT software architecture on business transformation strategy.

This thesis is submitted in partial fulfilment of the requirements of the degree of Master of Commerce in the University of the Witwatersrand, Johannesburg.Managers are increasingly aware that they need to leverage their company's resources in order to deal with the challenges of the changing business world in the 90' s and the coming millennium. The aim of this research is to evaluate how organisations are utilising enterprise wide packaged software applications in order to achieve strategic and transformational benefits for their organisations. The relentless change in the business landscape has meant that organisations have needed to respond in increasingly innovative ways to stay in business. This has been more so for South African organisations which have now been accepted back into the world community after years of isolation due the country's political policy of apartheid. The watershed years of the early 1990's opened up once forbidden markets to South African organisations and in doing so launched these organisations into a global competitive environment. To compete effectively in these newly opened and changed markets, companies have sought to reposition themselves. Since information technology is clearly embedded in many of these organisations they are increasingly turning to infonnetion technology to underpin their new businesses strategies. The relevance of the information architecture an organisation chooses will also be explored in this research, as the flexibility and structure of the architecture will determine what strategic options are available to the company. Many organisations are implementing software packages as opposed to writing their own software to fit unique processes. This trend is strengthened by advancements on the technological front, the disappointment of cost overruns with previously in-house written applications, and the critical shortage of experienced IT (information technology) skills ill the country. Business can no longer wait years for a system to be developed. The implementation of enterprise wide packaged software applications facilitates integration and process transformation which many organisations see as fundamental to their new strategies to remain competitive. This research showed that the implementation of enterprise wide packaged software applications forces change on an organisation in that a number of domains within the organisation are challenged. Processes need revisiting, human resources undergo a change and teamwork is facilitated. There is a new sharing of knowledge and information within the organisation, and such information systems are deployed rapidly and with the business objectives firmly in place. Whilst there were strategic and transformational benefits, there were also a number of unexpected benefits. The changes brought about by such implementations were largely underestimated by managers within these organisations.Andrew Chakane 201

Assessing Leading Institutions, Faculty, and Articles in Premier Information Systems Research Journals

This study provides a current assessment of the impact of various Information Systems (IS) articles, and the productivity of IS researchers and institutions. Using a data set of Information Systems articles that spans 15 years, we conducted a scientometric study of the field. The articles are drawn from three premier IS journals. We use citation analysis to demonstrate the impact of articles on institutions and individuals in the IS field. In addition, we identify IS topics with the highest impact. The results indicate that leading productive institutions have changed over time, and problematically, institutions outside of North America are poorly represented. We compare our results with earlier productivity findings created using alternative metrics

Legal Education: A New Growth Vision: Part III—The Path Forward: Being Both Human and Digital

In the decades ahead, innovative and status quo–breaking law schools will leverage and combine multidisciplinary, multigenerational human expertise with digital platform and artificial intelligence (AI) technologies to create vibrant legal education ecosystems. These combinations will deliver market-valued knowledge and skill transfer and development services that are high-quality, cost-effective, omnichannel, pedagogically sound, data-validated, personalized, on-demand or just-in-time, and multiformat (e.g., hybrid, HyFlex, digitalfirst, digital-live, etc.). Modern business models (e.g., platform and open) will provide these future-focused law schools with solid foundations for reimagining legal education. These agile, shape-shifting programs are also likely to discover diverse revenue opportunities by offering complementary services to adjacent markets. Growth opportunities for inventive law schools abound, so long as entrepreneurial program leaders embrace a human-AI integrated future. Simply put, digital and business model innovations represent the only firewalls to obsolescence. I. Introduction: Platforms Are Eating the World II. Path Forward: Being Both Human and Digital ... A. Envisioning Innovation Mission Trajectories … B. Aligning Action with Innovation Mission Trajectories ... 1. Step 1: Build Multidisciplinary Digital Innovation Teams ... 2. Step 2: Foster Conditions Where Innovation Can Thrive III. Designing Education for the Future ... A. Platform-Based Education ... 1. From Pipeline to Platforms: Business Model ... 2. From Pipeline to Platforms: Teaching and Learning ... 3. Platform Potential: Enhance Program Visibility and Increase Market Share ... 4. Platform Design: Open versus Closed ... B. Data and Metrics ... 1. Data and Learning Metrics: Students and Teachers ... 2. Data and Innovation Metrics: Program and Platforms ... C. Pricing Models, Strategic Cannibalization, and Cost Containment ... 1. Pricing Models and Strategic Cannibalization … 2. Cost Containment and Process Efficiencies ... D. Current Offerings and Room for Growth ... 1. MOOCs: Minimum Viable Products (MVPs) with Promise ... 2. Future of Education: Human Expertise United with Omnichannel Platforms and AI IV. Planning and Moving Forward ... A. Innovation Frameworks ... 1. 70/20/10 ... 2. Three Horizons ... B. Moving Forward ... 1. Day 1 Mindset Shift ... 2. Organizational Shift: Being Both Human and Digital ... 3. OKRs: A Brief Introduction to an Effective and Coherent Transformation Management System … C. Sample Plans V. Conclusions Appendix I: T-Shaped Skills for Knowledge Professionals Appendix II: Multimedia Resources Appendix III: Glossary of Key Term

Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

American Indians, Climate Change, and Ethics for a Warming World

Developing a sense of ourselves that would properly balance history and nature and space and time is a more difficult task than we would suspect and involves a radical reevaluation of the way we look at the world around us. Do we continue to exploit the earth or do we preserve it and preserve life? Whether we are prepared to embark on a painful intellectual journey to discover the parameters of reconciling history and nature is the question of this generation

COOPERATIVE GROWTH Mapping scaling strategies for new parameters of wealth

Eight minutes to eleven o’clock. I stand in front of a crossroad, where I can still see the striped tents of the large marketplace behind Oerlikon Railway Station as well as the bright orange logo of COOP Group right on Schwamendingerstr. The weekly market has a long tradition in Zurich due to the top-quality goods on sale directly from the producers, mostly organic from regional farmers, featuring a crowd of health-minded consumers. Right next to it, over 150 years of Swiss cooperative enterprise is illustrated by one of the 2,000 retail outlets of the COOP Group, which began as a small consumer cooperative and became an international retail and wholesale cooperative. Unique structures built on a common core. Both markets share the same economic environment identifying and evaluating potential alternatives to assess the social, technical, and environmental challenges of modern society. Both sum up - in a small local initiative and in an international enterprise - the perspective of different models of entrepreneurship oriented by the urge of a sustainable and democratic- centered economy. They translate the rise of new perspectives on how to do business. The scene I captured in Zurich is a small but significant sample of a bulkier movement that has been quietly growing around the world over centuries. Cooperative endeavors have a blueprint throughout human history. Nevertheless, the modern cooperative can trace its roots to Europe in the late 1700s as a response to changes brought by the Industrial Revolution. Closer to a new technological Industrial Revolution, cooperatives gain novel features and navigate through market pains and opportunities to remain competitive while growing in size and scope. Despite the long history of cooperative enterprises, its significant economic impact, and the substantial data available about these institutions, their vast potential has not been fully explored. They represent a significant portion of the agriculture and food industries, wholesale and retail sales, insurance cooperatives, banking, and financial services, health, education, and social care. Nevertheless, the choice for cooperatives is still shy in most endeavors and there is a profound lack of understanding about what this option truly represents among entrepreneurs, investors, consumers, and policymakers. A question that has always resonated in my mind since the bachelors is if Law is an emancipatory tool capable of designing in advance a better pathway for society and enticing fundamental changes or if our normative body is merely a foxtail - always behind - barely following the brisk development and kaleidoscopic nature of human experience. By the end of the doctorate and the profound dedication towards intellectual matureness, I had the fair expectation of answering this question. However, diving into the search for economic democracy did not provide me with a definitive answer. Still, the doctorate sparked hope of Law as a liberating tool and raised new questions that I am eager to respond to in future developments of my studies. Here I confess the naiveness coming to Italy years ago. My wrongful idea that a PhD would turn me into a subject expert. Little did I know back then that a doctorate serves only to remind us of how shallow our comprehension of the world is, and even individual research objects have a highly dynamic nature and hold a multiverse in itself with a myriad of reflections, beyond what I could anticipate when elaborating the research proposal. Law alone will never solve all the sores. The intricacy of the status quo calls forth a multifaceted approach guided by democratic values and respect for human and environmental wellness. Any ‘one size fits all’ resolution is doomed to failure. We obsessively search for revolutionary and unprecedented innovations when we already have the structural beams we need to support a new societal standpoint. Hence, it is a matter of hermeneutic recognition of the potential of what has already been built by generations. Cooperatives are a perfect example of an old remedy for novel pains. Many advocates in different times, cultures, and legal systems have pointed toward a more equitable life and economy, proving that it is possible to collectively create value and distribute wealth. The literature is rich and vast. So are the many cases and great stories made by people simply trying to reinvent the way of doing business and impact their community. While an undergraduate student, I joined an international conference on Human Rights and Business to discuss the harm of mining companies in Brazil and the recurrent violation of fundamental rights in the communities surrounding those operations in my home country. At the time, we analyzed the judicial attempt of a large mining company of avoiding bankruptcy. We evaluated the primary focus on financial metrics within the recovery plan, which marginalized the interests of many families directly impacted by the business activities. The financial safeguard of businesses over people has always been an unsettling idea for me. Money primacy is not quite over, but we have potent alternatives of subverting the logic behind profit at all costs. Here, I have compiled possible paths for cooperative growth and how they can meaningfully impact our prospects by nurturing new wealth parameters. I uphold that growth and business scalability have a unique denotation based on the pursuit of economic democracy beyond sheer financial metrics. We will indelibly frustrate the safeguard of our democracy if we perpetuate the great divide between the economy and our socio-political choices. Any attempt at building sustainable and perennial democracy in the economic sphere relies on a shift towards non-monetary values. A wise entrepreneur once told me that money is like the air we breathe or the food we eat, what allows the economy to be alive and fuels its operations. Nobody, however, lives to breathe or to eat. The purpose of life and our economic ventures must trespass the pursuit of money and fulfil a larger mission. Capital is a tool, not a self-centered goal