Seven years in consulting, and this is what I learned!
Finally,
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Divestiture Framework – Data Perspective
Introduction The selling of assets, divisions, or subsidiaries to another corporation or individual(s) is termed “divestiture.” According to a divestiture survey conducted by Deloitte, “the top reason for divesting a business unit or segment is that it is not considered core to the company’s business strategy,” and “the need to get rid of non-core assets…
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Pricing strategy for the budget-constrained BI client
Abstract The financial services industry and the public services industry are currently faced with increasing regulatory norms, cuts in IT budgets, and a need for a strong IT foundation to stay ahead of the competition. Though the CIOs seem to be pushing for IT transformation projects, Gartner Survey indicates that “For 2013, CIO IT budgets…
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Sentiment Analyzer Evaluation Parameters
Product and Service Organizations are increasingly showing keen interest in sentiment analysis as it can make or break their reputation overnight. Understanding the polarity/sentiment of every users post and addressing them on time is becoming critical. Considering the fact that thousands of posts are being generated every day on a single topic, it is nearly…
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User grouping for high impact social media strategy definition
INTRODUCTION Everyone understands the value of grouping users. There are various ways to classify users but primarily they fall into one of the three levels defined below: LEVEL 1: PRIMITIVE This is the easiest and the most common way of grouping users. This Level is synonymous to a company in US trying to read…
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Data Warehouse Rationalization: The Next Level
Introduction As the organization grows organically or inorganically, there will be an infusion of multiple technologies, loss of governance, and a drift away from the centralized model. In some organizations where the BI environment is not robust, there will be an increased usage of MS Excel and MS Access to meet various business needs like…
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C-D-EC model: Consulting – Delivery – Extended Consulting/Collaboration Model
Are you faced with questions like,
‘Consulting – Is it an Expense or an Investment?’
‘Strategy – Is it just a jargon or a savior?’
‘Roadmap – Is it on track as planned? How do I do a health check?’
Corporates over a period of time had invested a lot of money in various tools and technologies to cater to the needs of various departments within their organization. This has now grown into a mammoth and has started to eat into their profits through licensing costs, maintenance costs, etc. Sometimes one has lost count of the number of application in the landscape, has no clue what a particular application is for, who is using it and why it was needed in the first place? The impact of this has become even more evident especially during the recession period as the IT budgets became slim and expectations from the top management to cut costs increased. The CIO now needs to strategize the IT spends to manage the cost within the budget. This paper tries to address where the CIO can start and how to leverage the services provided by various IT service providers.Read on to find out how the recession hit industries can leverage the consulting arm of the IT service providers to cut costs and at the same time get a futuristic view of their architecture / approach.
