Sharing knowledge and thinking
is fundamental to Emergn.
The Emergn way is defined as purpose, people and pursuit and an extension to this is our commitment to sharing learning and experience in the form of thought papers. Our approach to thought papers is to share the latest thinking and innovative practices that are being used and talked about amongst our global community and within our clients.
Value, Flow, Quality
The world is becoming increasingly dynamic, complex and much more knowledge intensive. To achieve enduring success, companies must know they are doing the right things, doing them fast and doing them right.
Organizations are realizing that the traditional operating model with separate silos cannot solve the rising challenges and that it will prove to be increasingly difficult to protect and grow revenue.
Customers are demanding innovations, improved experiences and access to cutting edge technologies at an increasing pace, whilst financial stakeholders demand sufficient returns in the short term as well as expect achievement of long-term goals.
Portfolio Management
Managing a portfolio is a challenge for many organizations and is often a major problem that needs resolving.
How many ideas is your organization currently working on and what is the value of those ideas? This is a hard question for many to answer. In fact, managing a portfolio is a challenge for most. Often, projects cannot be compared against each other resulting in low value work being undertaken, or projects continuing regardless of the realities within the business, or through external influences, when they should be stopped or changed radically.
Portfolio management is often cited as a major problem that needs to be fixed. As organizations continue to rely on IT as an enabler for today’s businesses and an area that receives a large and growing capital investment, portfolio management has become a focus for many CEOs, CFOs and CIOs.
Cost of Delay
Time management continues to be an overwhelming challenge for people and organizations alike.
Less than 2% of organizations and their IT departments are able to value time. Organizations pursue deadlines but have no idea how to value time. Time forces us to be explicit about what is valuable. In reality we just have too many things to do and not enough time to do them. We need to prioritize, but if we cannot value time we will always make the wrong choices.
Improving prioritization has become a tired concept in most IT departments, and yet it has the potential to change the conversation from one of cutting cost, to delivering valuable solutions as quick as the business needs it. This paper will talk about an approach called CD3; it starts as a small pilot that can be extended across the entire portfolio, cutting across silos within the organization and lifting the ROI (Return on Investment) on IT solutions.
