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Archive for the ‘Management’ Category

For so many years while working with couple of major banking conglomerates, I’ve been hearing about “think out of the box”. And I was like – OK – but how. How do I need to think outside of box and what exactly it takes to think outside of box? Because in many one on one meeting and specially at the time of appraisal, whenever I got average rating I’ve always been given with the example “Boss – You really need to think outside of box to get good rating” and I’m stuck with real dilemma what the hack is this outside of box thinking. And I’ve given with couple of example which are:

You introduced something new which has completely changed the way of doing the work

You saved thousands of dollars by streamlining and improving the processes

Bla….bla….bla…..

This is what I thought after hearing all their examples but after sometime I thought that the above examples are really need out of the box thinking because in today’s scenarios the work are so much established and have lot of stakeholders that when you implement one change it affects many people and processes.

So the real question is how to put all these examples in such a framework which can help to get the real time benefits to both the employee and the employer. Well I would talk only about the employee side because that’s where the interest is and below are my experiences while figuring out the framework for this:-

  1. Understanding the business and its relevant processes.
  2. Not just doing our specific work but knowing how the work is affecting the work of other peoples.
  3. Creating and discussing the holistic view of business with its stakeholders.
  4. Consistent thinking of implementing new technological solution to take the business one step up.
  5. To figure out the solution of a problem it’s important to spend maximum time (I suggest 70%) to understand the problem because it will result in effective and long term solution of the problem.
  6. Listen the business and care for the business and its stakeholders.
  7. Last but not the least is to understand all the insider dimensions of box to think out of the box.

These are some of the dimensions that I’ve figured out during my stint and it helped me a lot whenever I was given with new problems and business challenges. They have helped me to become more and more detail oriented so that whenever I’m designing a solution for a new problem, I’ve all its aspects and their relevant magnitude in my mind which will impact the stakeholders with a specific frequency.

I welcome your thoughts and suggestions.

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An information management capability is a particular kind of ability available to accomplish the management of information. For example, a data storage capability is the ability to manage the storage of information. It outline the capabilities of various information management components and place them into an overall framework. Some examples of capabilities it outline are: governance, security, data modeling, common business language, and storage.

Thanks.

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Next Gen Competency

Next Gen Competency Definition

IT Business Integration

–Leverages understanding of how the company makes money to drive IT business opportunities and strategies.

–Possesses the ability to analyze the financial impact of IT and its affect on growing revenues & reducing expenses.

–Articulates the value of technology in a way that is relevant and resonates with business leaders

–Translates business requirements into technical solutions that drive value.

–Creates an environment of more transparency.

–Possesses an external view to technology trends in the industry and applies that view in the Company

–Understands and leverages financial concepts like TCOA to bridge technology and the business.

–Influences business direction/solutions with a technology lens with the goal to be at the table influencing strategy.

–Uses a technological perspective to influence business strategy and organizational direction.

 

 

 Architecture

–Identifies ways to manage and leverage company data and information to drive business results.

–Ensures a focus with Information Management Architecture on defining data in a consistent way to impact revenue streams, managing risk,  and cost savings.

–Defines and drives architectures that reduces complexity while maximizing business value.

–Leverages standards while meeting complex business requirements. 

–Ensures the maximizing of Company’s assets to deliver technology through strategic architectures.

–Aligns business functionality / requirements to technical capabilities.

–Aligns people, processes, and technology to achieve business goals in order to reduce cost, risk, and maximize investment return.

–Integrates business strategies, information management, and technology strategies to achieve both local and enterprise-wide objectives.

 

 

Risk Management /
Operational Excellence

–Understands and predicts the likelihood of a given threat-source (internal or external) exercising a particular potential vulnerability and the resulting impact of that adverse event on (or within) the organization.

–Acts in the face of uncertainty.

–Tries new things with confidence despite ambiguity and the potential for adverse outcomes.

–Takes a reasonable chance based upon an estimated probability of success

 

 

Manages Change

Applies project knowledge, skills, tools and techniques needed to meet the project requirements.

–Balances and controls competing priorities of work activities, as well as those of the product or service being produced, over the lifetime of a project. 

–Possesses fundamental change management skills that drive a project to adoption and governance

 

 

Business Process Management/ Analysis

–Understands business objectives, and the current business environment and challenges. 

–Understands and analyzes current business processes.

–Designs and documents new target process(es).

–Drives adoption of new process(es).

–Builds governance structures to create sustainable change.

 

 

Innovation

 

–Ensures focus is on continuous improvement to existing processes, products, and services to drive short term gains to position for long term growth.–Views business problems, processes, talent and technology from a new perspective to transform or drive increased business value.

–Creates technical and ultimately business competitive advantage through new solutions (people, process, tools). 

–Looks beyond the horizon and identifies a solution to a problem before it happens or plans to optimize an opportunity (e.g., Keep The Change).

 

 

Business Partner
Relationship Management

–Develops strong interpersonal alliances at appropriate levels, both within and outside the organization.

–Leverages key business relationships across the organization. 

–Leverages relationships to create followership and adoption. 

–Utilizes diversity and global inclusion to create the best solutions.  

–Is widely known as a strategic thought leader and trusted advisor.

 

 

Strategic Planning               

–Uncovers hidden opportunities to create value through improved processes and competitive advantage.

–Creates strategies that align with Business. 

–Identifies internal and external forces that impact the organization to ensure ongoing viability of strategies. 

–Modifies strategies as necessary to meet changing dynamics. 

–Recommends improved processes (e.g., competitive advantage, organization-industry alignment and future state, etc.).

 

 

Strategic Partner and Supplier Management

–Identifies qualified vendors.

–Analyzes expenditures.

–Influences and understands contracts.

–Partners with supply chain.

–Establishes and maintains a meaningful working relationship with key vendors characterized by mutual respect, trust, and a shared understanding of what is valued.

–Evolves vendor relationships into strategic partnerships and builds a transparent relationship where success is mutually defined.

 

 

Global Perspective

–Maintains current knowledge of national and international policies and economic, political, and social trends that affect the Company and its customers. 

–Understands the need to be equally effective across a diverse set of national cultures. 

–Considers the impact of decisions and actions to global business partners, customers and vendors.

–Respects and leverages cross cultural perspectives. Uses tools & technology to enhance effectiveness in the global arena.  

–Demonstrates functional Depth and can effectively apply knowledge across the Enterprise with great breadth.

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