Enterprise Identity Management – Towards a Decision Support Framework Based on the Balanced Scorecard Approach

Enterprise Identity Management Systems (EIdMS) are an IT-based infrastructure that needs to be integrated into various business processes and related infrastructures. Assessment and preparation of decisions for the introduction need to take the costs, benefits, and the organizational settings into consideration. A variety of methods for the evaluation and decision support of new IT (e. g. EIdMS) are discussed in the literature – however, these are typically based on single dimensions (e. g. financial or technology aspects). This paper proposes a multidimensional decision support framework, based on the Balanced Scorecard concept. The presented approach introduces four perspectives and a related set of initial decision parameters to support decision making. The perspectives are (a) financial/monetary, (b) business processes, (c) supporting processes and (ICT) infrastructure and (d) information security, risks and compliance. Perspectives and adaptable sets of decision parameters also may serve as foundation for software-based decision support instruments

A path model “why-what-how-when” to Implement an IC reporting

The purpose of this paper is to present the results of an empirical study and the critical success factors for implementing Intellectual Capital (IC) reporting. Selecting an IC model to be implemented in a specific context at a particular time depends on several contingent factors. In light of this, we propose the following “why-what-how-when” agenda, which will be applied in the case study: 1. Why implement IC reporting in a specific context? 2. What IC approach/tool is suitable to satisfy users’ informational needs? 3. How is the quality of information? 4. When is information available? The research is qualitative and focused on a case study in order to understand the dynamics of a given process. The company analyzed designs and develops Large Systems for Homeland Protection. The analyzed case study shows that there isn’t “one best way” to report on intangibles. Thus, the main critical factors of the process investigated are the following: accurate identification of actors involved in the decision-making process; quality and availability of information. The case study allows us to analyze how changes in decision maker(s), users’ informational needs and information quality can impact the selection of the framework and its relative artifact/tool to be used to report on intangibles

Corporate real estate asset management : aligned vision

Purpose – The purpose of this paper is to evaluate the relationship between corporate strategy and corporate real estate (CRE) strategy. Design/methodology/approach – The paper will identify, and evaluate, a number of components that collectively form the CRE strategy. Linkages between the business environment, the aims and objectives of the organisation and the real estate solution will be explored. Findings – The paper will illustrate the alignment of the CRE strategy to the corporate strategy through the development of a CRE alignment model. The model will demonstrate that only when optimum alignment is achieved can the CRE strategy deliver added value and enhanced organisational performance. Practical implications – CRE managers can use the model to evaluate the alignment of their CRE strategy with their corporate strategy. Originality/value – The paper fills a void by proposing a framework that seeks to identify the true impact of real estate to business by examining the benefits of optimal alignment between, planet, position, purpose, place, paradigm, processes and people to produce performance and productivity.</p

Performance measurement : challenges for tomorrow

This paper demonstrates that the context within which performance measurement is used is changing. The key questions posed are: Is performance measurement ready for the emerging context? What are the gaps in our knowledge? and Which lines of enquiry do we need to pursue? A literature synthesis conducted by a team of multidisciplinary researchers charts the evolution of the performance-measurement literature and identifies that the literature largely follows the emerging business and global trends. The ensuing discussion introduces the currently emerging and predicted future trends and explores how current knowledge on performance measurement may deal with the emerging context. This results in identification of specific challenges for performance measurement within a holistic systems-based framework. The principle limitation of the paper is that it covers a broad literature base without in-depth analysis of a particular aspect of performance measurement. However, this weakness is also the strength of the paper. What is perhaps most significant is that there is a need for rethinking how we research the field of performance measurement by taking a holistic systems-based approach, recognizing the integrated and concurrent nature of challenges that the practitioners, and consequently the field, face

Creating a Flexible IT Organization

In 2004, the nearly billion dollar software company Business Objects undertook a major acquisition. Now, the business is looking to improve operations and position itself as a major player in the business intelligence market. This paper focuses on how Business Objects can create a flexible IT organization that can evolve with changing corporate strategies in today\u27s competitive markets. The analysis section completes a SWOT analysis and reviews business strategy, organizational strategy and IT strategy. The analysis concludes that increased legislated process and broad geographic reach in a truly flexible IT organization are not feasible. However, action can be taken to balance control and flexibility that will make IT an enabler for the business. Recommendations include appointment of a CIO, hybrid organizational structure and establishment of performance metrics. As part of implementation strategy, a gradual change management approach is recommended with a dedicated team to monitor progress and adapt the plan as the environment evolves

SUCCEEDING WITH TRANSFORMATIONAL INITIATIVES: PRACTICAL APPROACHES FOR MANAGING CHANGE PROGRAMS

According to exiting literature, most change programs fail to manage and/or meet the expectations of stakeholders; leading to the failure of larger strategic organisational and transformational initiatives. Undoubtedly, change management necessitates introspective planning and responsive implementation but a failure to acknowledge and manage the external stakeholder environment will undermine these efforts. This article presents some practical frameworks for managing the delivery of change that were used collectively in different situations and contributed to the successful implementation of change programs. It does not recommend any specific approach to yield successful outcomes, but it considers a range of approaches for practitioners to take into account to assure seamless integration of programs with the formulation of overall strategy and implementation planning. Understanding the components of each program is asserted to support organisations to better understand the people and non-technology dimensions of their projects and the need to ensure effective, consultative communications to gain and maintain support for the program of change.people Management, change Management tactics

Development of an extended enterprise performance measurement system

Copyright © 2005 Taylor & Francis. This is an Accepted Manuscript of an article published by Taylor & Francis in Production Planning & Control: The Management of Operations, available online: http://www.tandfonline.com/10.1080/09537280500112355This paper discusses the development of a performance measurement system specifically designed for the requirements of the extended enterprise, via two performance measurement frameworks: the structural extended enterprise balanced scorecard and the procedural framework for the selection and implementation of measures. The extended enterprise balanced scorecard offers a four-perspective framework, implemented at each node, that provides a generic structure for the management of performance measures in the extended enterprise; while the procedural framework operates at both the local and holistic levels, to provide a step-by-step generic process towards performance measure selection and implementation. When combined, the two frameworks produce the basic extended enterprise performance measurement (EEPM) system, which was subsequently tested at a first-tier supplier in the European automotive industry. The characteristics of the extended enterprise are taken as a given starting point, and the paper concludes by pointing out the need for extended enterprise performance management to balance the developments outlined here.European Commission's programme for Competitive and Sustainable Growth under the Fifth Framework programm

A communications framework for extended enterprise performance measurement

Copyright © 2007 Taylor & Francis. This is an Accepted Manuscript of an article published by Taylor & Francis in International Journal of Computer Integrated Manufacturing on 19 February 2007, available online: http://www.tandfonline.com/10.1080/09511920500340858Inter-organizational performance measurement communication is a neglected facet of the performance measurement literature. Performance measurement (PM) is undergoing a transformation in today's business environment, consistent with the development of inter-organizational paradigms, such as the virtual enterprise, extended enterprise (EE), and supply chain management. In this paper the communications issue is discussed using an EE mindset, and the concepts behind a communications framework are presented. This utilizes the concept of an EE host – the member of the EE with responsibilities for formulating, detailing and distributing information concerning the EE performance measurement system to other EE nodes. The framework design is based upon standardized intranets located at each partner in the EE. This provides the necessary elements to enable different organizations in the EE to maintain PM databases locally, while ensuring the existence of a centrally located database maintained by the EE host. A case study is presented that focuses upon the implementation of the EE performance measurement system at the EE host

Explicating the role of partnerships in changing the health and well-being of local communities in urban regeneration areas: evaluation of the Warnwarth conceptual framework for partnership evaluation

This literature review is one of three outputs from a project: Explicating the role of partnerships in changing the health and well-being of local communities, one of a number of projects in a larger Higher Education Funding Council Strategic Development Fund project (HEFCE) entitled: Urban Regeneration: Making a Difference. This was a collaborative venture between Manchester Metropolitan University, Northumbria University, University of Salford and University of Central Lancashire. Bradford University was an affiliated partner