Organic Evolution and the Capability Maturity of Business Intelligence

With the emergence of a new form of competition based on the extensive use of analytics, data, and subsequent decisionmaking, business intelligence (BI) has become a dominant platform for delivering solutions. The notion of gaining and sustaining competitive advantage through the use of complex analysis and data-intensive technologies has changed the way organizations manage themselves and compete in the marketplace. Initially, similar to other strategic technologies, BI will evolve or change depending on organizational needs and maturity. This suggests that process-oriented, descriptive, maturity models like the Capability Maturity Model apply. Despite the significance of BI, little attention has been given to examining the natural progression of business intelligence adoption and maturation within organizations. This is a concept paper presenting a model describing the relationship between evolution and the levels described by capability maturity. The proposed conceptual model is illustrated through the examination of a large, national, non-profit organization

Research on the Relationship between Intellectual Capital and Corporate Value: Based on Life Cycle Theory

The results from subgroup regression analysis of the high-tech listed companies show that intellectual capital not only has a significant influence on corporate value creation, but also has a significant influence on the perception and evaluation to companies’ market value by capital market. Company’s life cycle indeed has significant effects on the relations between intellectual capital and corporate value. In different stage of life cycle, intellectual capital plays different roles in value creation and realization. The overall IC plays the most important role in the maturing stage of companies. While in the growth stage, human capital and innovation capital are the main elements of value creation and they both significantly enhance corporate value. In the stagnant stage, human capital becomes the main factor to enhance corporate value. Therefore, basing on specific stage of companies life cycle managers should make appropriate strategies to invest and manage Intellectual capital to maintain competitive advantage in the complex and competitive environment

Is project management the new management 2.0?

This paper considers the evolving nature of project management (PM) and offers a comparison with the evolving nature of management generally. Specifically, we identify a number of management trends that are drawn from a paper that documents a proposed ‘Management 2.0’ model, and we compare those trends to the way in which PM is maturing to embrace the challenges of modern organizational progress.Some theoretical frameworks are offered that assist in explaining the shift from the historically accepted ‘tools and techniques’ model to a more nuanced and behaviorally driven paradigm that is arguably more appropriate to manage change in today’s flexible and progressive organizations, and which provide a more coherent response, both in PM and traditional management, to McDonald’s forces. In addition, we offer a number of examples to robustly support our assertions, based around the development of innovative products from Apple Inc. In using this metaphor to demonstrate the evolution of project-based work, we link PM with innovation and new product development.

The impact of digital disruption in the maintenance service industry, in the oil and gas sector

Master's thesis in Technology and Operations managementThe industry is on the brink on what many consider as paradigm shift due to disruptive technological developments. The current trend of automation, Internet of things, big data analysis, cloud computing, together with the emergence of artificial intelligence, advanced robotics and autonomous vehicles has been labelled as a digital disruption. A combination of better computing power and data storage, together with more reasonable pricing structures makes the digital disruption more accessible and possible to any industry. There is broad consensus among think tanks, experts and industrial leaders that organization needs to embrace this development to stay relevant and competitive in the future. The thesis is an exploratory research to examine how the digital disruption will impact the maintenances service industry in the Oil and Gas sector. To understand the complexity of the transformation, it covers analysis of multiple elements that includes: expectations and semantics, technological solutions and services, changes in competences and skill sets, changes in business model and strategy, stakeholder perspective, and a summary of risk and opportunities. The research is conducted with a mixed-method approach, which covers quantitative survey data from global trends, together with qualitative case studies and interviews from relevant stakeholders in the industry. The research highlights that the digital disruption is more than a buzzword or an incremental change towards existing business models and practices. Digital technologies enable a whole new way to create and harness value, and is about to transform the nature of work tasks and future job requirements. Data driven technologies will require more digital literacy of the entire workforce, which puts an added pressure on training and development. Digital talents, such as data analysts and computer scientists are becoming more central to the business operations, and requires more cross-functional collaboration across the organization. Organizational structure and culture must adapt to a digital environment, where employees are empowered to make business decisions and initiate digital innovation efforts. The digital disruption will also reshape the organizational environment, which results in reshaping existing stakeholder relationships and the introduction of new ones. Change management is going to be key to succeed in the digital transformation, and viewing it as an opportunity rather than a threat will decide the fate of success for many organizations.publishedVersio

The commercial paper market, the Fed, and the 2007-2009 financial crisis

Since its inception in the early nineteenth century, the U.S. commercial paper market has grown to become a key source of short-term funding for major businesses, with issuance averaging over $100 billion per day. In the fall of 2008, the commercial paper market achieved national prominence when increasing market stress caused some to fear that, given its size and importance, the market's failure would sharply worsen the recession. The Department of the Treasury and Federal Reserve enacted programs targeted at providing credit and liquidity to restore investor confidence. The authors review the history of the commercial paper market, describe its structure and key relationships to money market mutual funds, and present a detailed discussion of the crisis in the market, including the resulting Federal Reserve programs.Commercial paper issues ; Financial crises

Maturity Models in Information Systems Research: Literature Search and Analysis

This article collects and analyzes seventy-six maturity model articles that have been published in leading Information Systems (IS) journals and conference proceedings during the past fifteen years. We study the IS literature on maturity models from three different perspectives: a research perspective, which is particularly relevant for scholars who are interested in the design and adoption of maturity models; a publication perspective, which reflects the interests of authors and reviewers of maturity model articles; and a practitioner’s perspective, which is especially relevant for maturity model users and consultants. The results are interesting in several respects. From the research perspective, the Capability Maturity Model (CMM) is the most dominant foundation of past IS research on maturity models. In contrast, theories on the design and adoption of maturity models are distinctly rare in our sample. The publication outlets that are considered feature quantitative and qualitative empirical research alike, but―with a decreasing number―purely conceptual research as well. Of late, past maturity model research can mainly be located in the area of IT and organizations, while the formerly very popular domain of IS development is of less interest today. As for the publication perspective, we find that the level of publication activity in the field has generally been increasing over the last fifteen years, with North American and European researchers dominating the academic discussion. Finally, with regard to the practitioner’s perspective, we compile advice on the practical application of maturity models from a critical analysis of the literature. It is hoped that the results can stimulate and guide future research in the field and inform the development and usage of theoretically sound maturity models in practice

Digital Transformation: A Foundational Capability Building Block Perspective on Maturing the IT Capability

The enterprise-wide scope of an organisation's IT capability in sustainably leveraging technology for business value is well-researched, and the level of maturity of this capability is a key determinant of an organisation's success. IT capability maturity has become more critical as technological developments continue at an accelerated pace and as whole industries are being disrupted by digital developments. Maturity in terms of IT leadership, IT processes, IT infrastructure, and a myriad of other supporting organisation-wide capabilities is required. Since the 1980s, maturity models in the literature have focused on specialist niche areas, with few adopting a holistic perspective. Across these models, a lack of consensus is evident on the key capabilities that should be matured and on what the important sub elements or building blocks of these capabilities are. How does the organisation achieve an adequate level of maturity if the required capabilities are unclear? As one of the most holistic IT capability maturity models identified, this paper undertakes a systematic analysis of the 36 IT capabilities within IT Capability Maturity Framework (IT-CMF) and the 315 sub elements (Capability Building Blocks (CBBs)) that comprise these capabilities. This research aims to identify the common sub elements or building blocks inherent across the 36 capabilities, which we will refer to as Foundational Capability Building Blocks (FCBBs), and a high-level definition of these FCBBs abstracted from the relevant sub elements and discussed in terms of their recognised importance to effecting successful digital transformations. From an academic perspective, the research provides deeper insight on common themes that are pertinent to IT capability improvement. From an industry practitioner perspective, it breaks down the complexities of IT capability maturity with a focus on a manageable number of considerations. © 2022 Authors. All rights reserved