A successful data and analytics (D&A) function encompasses more than a stack of technologies, or a few people isolated on one floor of the building…expandir resumo
…D&A should be the “pulse” of the organization, incorporated into all key decisions across sales, marketing, supply chain, customer experience and other core functions. What’s the best way to build effective D&A capabilities? Start by developing a strategy across the entire enterprise that includes a clear understanding of what you hope to accomplish and how success will be measured. One of the major American sports leagues is a good example of an organization that is making the most of its D&A function, applying it in scheduling to reduce expenses and player fatigue. Companies can follow the league’s lead by first understanding that successful D&A starts at the top. Make sure that leadership teams are fully immersed in defining and setting expectations across the entire organization. Leaders must also recognize that being successful will take courage, because once they embark on the journey, the insights from data analytics will often point to the need for decisions that could require a course correction. Leaders need to be honest with themselves about their willingness to incorporate the insights into their decision making, and to hold themselves and their teams accountable for doing so.
In view of the increased popularity of eGovernment as an important aspect of the development of Smart or Informational World Cities, we outline three research questions:expandir resumo
(1) What is the state of maturity of eGovernments in Informational World Cities? (2) How good (or poor) is their usability? (3) How do they handle boundary documents? In order to clear up these issues empirically, we formulated an extended criteria model for the quantification of eGovernment maturity, analyzed the average quality of the information architecture of 31 identified Informational World Cities’ official websites, and studied the processing of boundary documents, i.e. documents that serve different user groups. Our outcomes indicate that the maturity and usability levels of investigated cities are much differentiated, whereas the implementation of boundary documents in form of detailed information sheets is rather scarce. Considering the maturity of investigated eGovernments, there is still potential for improvement, especially regarding the aspects of communication and transaction services. The differences between the eGovernments’ usability standards are substantial and the results are partially suboptimal. Our outcomes indicate that the usability levels retrieved from task-based evaluation are not directly linked to integration of boundary documents into the governmental websites.
Détecter, analyser, qualifier l’innovation manageriale (IM) requiert une méthodologie de repérage et de caractérisation critique de ces objets…expandir resumo
… Cet article propose une approche méthodologique pour qualifier la nature des IM. Une revue de la littérature aide á identifier les deux dimensions sur lesquelles il est possible de qualifier les ruptures constitutives d’une IM : l’une, fondée sur le caractere relatif au contexte organisationnel, l’autre, fondée sur le caractere absolu de l’IM (par rapport á l’état de l’art).