These responsibilities included examining the business strategies to define and develop the capabilities required for key roles at various levels. To accomplish this, we identified a set of competencies or success factors that link many of our talent systems together. As a result we adjusted the way Allstate assesses people for hiring, promotion, and development. It included aligning development products and processes to reinforce and build the capabilities defined by our strategies. We linked together processes and practices beyond learning that effect performance, such as performance management, succession planning, talent reviews, development, and so forth. Click here to read more…
This case study forms part of a series of case studies completed for the FinMark Trust by the Centre for Financial Regulation and Inclusion (Cenfri), as part of a larger study titled “Update on innovative microinsurance models and products in South Africa”.
The purpose of the case studies is to review the success and development of various microinsurance models that have been launched during the last few years in South Africa. This allows for the identification of success factors and obstacles and challenges to the distribution innovation process, contributing to a better understanding of how to make insurance products work for the low-income market. Read more..
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A Study about Rate Monotonic Analysis: Technology Transition Pull
Abstract: This case study reports on efforts to introduce a software technology, rate monotonic analysis, into several software-intensive programs at one site within a multinational firm. We describe lessons learned and success factors in the early use of rate monotonic analysis (RMA). We also present evidence that supports the requirement for an internal capability in the form of technical expertise and infrastructure to adopt and assimilate this new technology. Finally, the study applies the “whole product” concept for understanding technology adoption and use, showing how one firm compensated for lack of a whole product in its adoption of RMA.
Introduction: The acquisition and introduction of new software technologies (including tools, methods, and management approaches) is so much a part of most software development and maintenance efforts that we do not even call it out as a separate activity. However, one reasonable explanation for why cost and schedule overruns are so common in software projects is the continual learning required on the part of software engineers and managers. One solution to the software “crisis” [Gibbs, 1994] is to better understand and anticipate problems and barriers in the introduction of new software technologies, such as rate monotonic analysis (RMA), which is the subject of this report. Keep reading…
Case Study for Survey Research Methods
Abstract: The case for combining research methods generally, and more specifically that for combining qualitative and quantitative methods, is strong. Yet, research designs that extensively integrate both fieldwork (e.g. case studies) and survey research are rare. Moreover, some journals tend tacitly to specialize by methodology thereby encouraging purity of method. The multi-method model of research while not new, has not been appreciated. In this respect it is useful to articulate and describe its usage through example. By reference to a recently completed study of IS consultant engagement success factors this paper presents an analysis of the benefits of integrating case study and survey research methods. The emphasis is on the qualitative case study method and how it can compliment more quantitative survey research. Benefits are demonstrated through specific examples from the reference study.
Introduction: The value of combining research methods in IS research has received significant recent attention. As part of a larger effort to review the state of IS as a field of study, and in an attempt to identify and clarify the role of different research methodologies in the field of IS, a series of colloquia titled, “The Information Systems Research Challenge” (ISRC) was held on qualitative [Cash and Lawrence, 1989], survey [Kraemer, 1991] and experimental [Benbasat, 1989] research methods. One of the four broad issues Kraemer identified from the papers and case studies presented at the survey colloquium was that survey research while very useful, is greatly improved when used in conjunction with other qualitative research methods. Keep reading…
Case Studies about the Deployment of Photovoltaic Technologies in Developing Countries
Objective: case studies of the deployment of photovoltaic (PV) systems in developing countries. In PV system deployment, whether by commercial means or through an organised government or donor programme, the nature of the institutional and financial framework, the implementation and financing mechanisms used and the level of capacity building and quality assurance affect the success of the PV deployment. The case studies offer examples of different deployment structures, highlight success factors and lessons learnt from each experience and stress the influence of local circumstances in each country and region.
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Case Study: What are the success factors of Technology Spin-Offs
Introduction:In the last two decades the number of Technology Spin-Offs has increased significantly. Several research studies have analyzed these companies in terms of industry, technologies, regions, universities and growth. Most of the studies show that the growing companies of the 2000s are most often in life sciences, ICT, and CleanTech because of their numerous supports by venture capital.
In general the success factors of a technology Spin-Off depend on various aspects such as relationship to the mother organisation, the company’s business and technology model since its foundation, the key aspects related to the founding teams that make a success of a Spin-Off and the environment in which the Spin-Off is acting.
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Case Study about Service-Oriented IT Management: Benefit, Cost and Success Factors
Abstract: Customer focus in the planning, development and delivery of IT services, service-oriented IT management has become increasingly important. This paper investigates to what effect service-oriented IT management has already been put into place in European companies. Benefit and cost categories of integrating service-oriented principles into IT management processes are analyzed. Additionally success factors for implementing serviceoriented IT management are investigated. For this purpose, six case studies were conducted. The situation of IT management before and after implementation was analyzed and comments are made on the corresponding transformation projects. Based on the case studies, this paper shows three typical benefit categories of service-oriented IT management.
Introduction: the framework of strategic IT management customer focus forms a central component as one of the most important strategic thrusts. Especially after the e-business bubble has burst, the agenda of chief information officers focus on topics such as consolidation, reduction of complexity, IT alignment and performance measurement rather than innovation, new technologies and new business models. IT resources are primarily to be committed to the efficient and effective satisfaction of IT customer’s needs. The transformation from a technology-oriented IT department to a client-focused IT service provider with a methodological structuring of internal IT processes can only be guaranteed by service-oriented IT management. In contrast to concepts such as service-oriented computing the service-oriented IT management concept concentrates especially on the management of IT services.
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Case Study about Strategy Execution with Extraordinary Leadership at AT&T Driving Transformation & Unity
Introduction: After a series of joint ventures and acquisitions, AT&T had assembled a wide array of assets. The objective of the senior leadership team was no longer about acquisitions for scale and transformation; it was now about executing on the combined set of assets. AT&T needed to break down silos, change its culture to incorporate more innovative and collaborative thinking, and focus on the complexities and trade-offs in executing on its 3-year plan.
Team-based Approach Focused on Collaboration, Innovation & Extraordinary Leadership: Participants in each workshop collaborate in teams, which vie with each other for customers and talent in a dynamically competitive marketplace. Teams must execute on AT&T’s strategy while focusing on success factors in AT&T’s Extraordinary Leadership model, a strength-based approach to leadership development. As the first step, teams devise their 3-year plan for successful execution of AT&T’s business plan, including an articulation of the culture required for success.
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Introduction: This case study forms part of a series of case studies completed for the FinMark Trust by the Centre for Financial Regulation and Inclusion (Cenfri), as part of a larger study titled “Update on innovative microinsurance models and products in South Africa”.
The purpose of the case studies is to review the success and development of various microinsurance models that have been launched during the last few years in South Africa. This allows for the identification of success factors and obstacles and challenges to the distribution innovation process, contributing to a better understanding of how to make insurance products work for the low-income market….
Background: During his tenure as a McKinsey & Company Associate Principal and HP and Nortel Networks senior executive, David Thomson observed that when the “economic tide” comes in, many companies float or grow and then fail when “the tide goes out.” This sparked a curiosity to answer the questions, “How does one create a high growth company in up and down market cycles?” And more specifically, “What does it take to become a billion dollar revenue company?” His quest to uncover the success pattern of America’s highest growth companies, led him on a 3-year research project.
Challenge: David identified a set of core success factors for America’s highest growth companies during his research for the book. However, several challenges would need to be overcome in order to transition David’s insights about billion dollar companies into an investment strategy. The first was to identify a set of fundamental data items and financial ratios that were based on publicly available information and applicable to companies in various sectors while capturing the “7 Essentials” identified in the book. Keep reading