Eduardo E. Elgueta
CEO - Business Development.
Intrapreneurship. The secret of your success.
28/09/09 13:38
Is it today that you will start that big project which will make you appear on big guys' radar? You've got convinced just this week to go ahead with that initiative that will change your company's face? Where will you start from? Maybe the following is a high level plan which will help you start:
1. Watch and learn (as much as you can, and a little bit more). I suppose you've already been through this phase.
2. Identify, document (briefly) and analize business processes. Are you already aware of your company's business? Your area? What processes are accomplished? By whom and how? What are the critical factors of success?
3. Prepare a business case. Why is it worthwhile to change status quo? Will it be worthwhile all the work ahead?
4. Find the right partners. Who within the company will support you? Are there more intrapreneurs like you to set up a team with? Who can be your tutor on this? Do you have providers who are ready to start a long term relationship with you?
5. Sell the case. To management, to users, to customers, your mather, your father, to anyone one who listen. Take advantage of sales process to introduce adjustments to your project, without losing the original inspiration.
6. Key step: prepare yourself for your promotion. Who will replace you? Do you have the abilities which will be requested for your new assignment?
7. Implement (the tough part)
8. Measure (the even harder part)
9. Go back to step 1 - The day you get tired to innovate is the day you must resign.
Good luck.
1. Watch and learn (as much as you can, and a little bit more). I suppose you've already been through this phase.
2. Identify, document (briefly) and analize business processes. Are you already aware of your company's business? Your area? What processes are accomplished? By whom and how? What are the critical factors of success?
3. Prepare a business case. Why is it worthwhile to change status quo? Will it be worthwhile all the work ahead?
4. Find the right partners. Who within the company will support you? Are there more intrapreneurs like you to set up a team with? Who can be your tutor on this? Do you have providers who are ready to start a long term relationship with you?
5. Sell the case. To management, to users, to customers, your mather, your father, to anyone one who listen. Take advantage of sales process to introduce adjustments to your project, without losing the original inspiration.
6. Key step: prepare yourself for your promotion. Who will replace you? Do you have the abilities which will be requested for your new assignment?
7. Implement (the tough part)
8. Measure (the even harder part)
9. Go back to step 1 - The day you get tired to innovate is the day you must resign.
Good luck.
0 Comments
A right measure.
23/09/09 19:42
The best indication that wide band supervision is good for the public is the rejection that it generates among Internet access providers.
These companies are too used to deal within a model "too convenient" for them, to say the least.
What would happen if you bought 100 pounds of wheat and the purveyor would give you only 20 pounds alleging that that is the minimum amount warranted on the Contract? Whatever that Contract might settle you can't avoid feeling cheated.
In the case of wide band the only difference is that it is harder to prove.
Telcos adduce that they do guarantee connection speed up to concentrator or access point, and to that I respond "are you kidding me?" (an answer at the level of the argument they put forward).
These companies are too used to deal within a model "too convenient" for them, to say the least.
In the case of wide band the only difference is that it is harder to prove.
Telcos adduce that they do guarantee connection speed up to concentrator or access point, and to that I respond "are you kidding me?" (an answer at the level of the argument they put forward).
SOA recipe. Ingredients.
22/09/09 09:52
Chances are that no real business manager is interested in SOA, PBM nor any of the unfathomable acronyms which seem to be an attempt to make simple things difficult, or to justify consulting's high cost.
Unfortunately, the industry keeps introducing more and more acronyms. But even when it is hard to justify all the paraphernalia built around them, these acronyms help to set up an enterprise architecture such that cooperates to business management agility and productivity.
One of the most important acronyms es MDM, Master Data Management. One of its definitions entails proceedings and tools to handle data which, although with a common significance throughout the company, have a different representation on each of the corporate information systems.
And this makes a lot of sense, considering that with SOA we try to implement business processes that trascend the functions of the business component parts. That is to say, by definitition we will be creating interaction among systems that will surely have different codes por the same entity, say, Customer. On one of the system in can be used the IRS Number, on others Customer Code, and in other a Mnemonic Code. If we want a given process to homogeneously deal with this entity, whatever its representation is, then we will nedd an MDM.
So, as always in this business, we have to get acquainted with MDM, its implementations, best practices, and case studies. No doubt, all these resources will be requested in the years ahead.