Archivo de la Categoría ‘General’

15
Sep

De sostenibilidad y emprendedores (II)

Escrito el 15 septiembre 2011 por José Luis Fernández en General, Lean Services

Sigo a vueltas con estas cuestiones, tratando de profundizar un poco sin ninguna pretensión más que la de tratar de comprender los posibles mecanismos y fuerzas que las relacionan.

  • ¿Cuáles son los motivos que hacen que haya menos emprendedores hoy que hace 20 años?
  • ¿Cuáles son los motivos que hacen que un ecosistema desaparezca?

Pienso que los emprendedores entran en un círculo vicioso, menos emprendedores, menos casos de éxito, menos cultura, menos financiación, menos formación, menos capacidad de emprender en nuevos entornos o de adaptar los actuales.. menos emprendedores

He visto algunos informes en internet que relacionan las plantaciones de monocultivo de árboles en zonas fértiles de todo el mundo con la pérdida de recursos hídricos, cuanto más grandes son, más necesidad tienen de agua para realizar sus funciones vitales con lo que el ecosistema que había anteriormente, rico en especies y variedad y que alojaba a muchas especies animales simplemente desaparece. Pasaría algo parecido con las grandes empresas especialistas en categorías que se instalan en ecosistemas sectoriales como consumo, muebles, restauración, ropa y accesorios..en ese entorno el emprendedor, el pequeño, normalmente desaparece.

Recuerdo que no hace mucho, pudimos apreciar el trabajo de Los microcréditos de Mr Yunus  como una de las herramientas más eficientes que tenemos en este momento para ayudar a combatir la pobreza y que consiste en crear riqueza. Además el hecho de que el capital sea devuelto la hace además mucho más eficiente que una donación que es más gasto que inversión. Microcréditos, minicréditos. En ese contexto una posible adaptación consistiría en buscar áreas difíciles para esos grandes monocultivos y una fuente de agua capaz de abastecerlos en el tiempo, o una estrategia blue ocean y  un financiador que no tenga prisa por los euros rápidos (Fast bucks) sino por generar riqueza en un entorno.  (¿El capital extranjero?)

Los otros aspectos que, bajo mi punto de vista, pueden motivar la desaparición de estos ecosistemas productivos podían ser los siguientes:

Su difuminación o desaparición por evaporación o por traslado. Me llevo la fábrica, me llevo la compra a internet y la saco de la tienda,  con lo que su personal y  el de todos los servicios que entorno a ellos prosperan se difuminan o desaparecen, es en estos entornos donde toca alentar a emprendedores internos (dentro de las empresas) para conseguir una ventaja en la diferenciación que se pueda sostener plantando cara a otros sistemas con los que entramos en competencia. Es en ese contexto en el que nos alegrábamos de la continuidad de Almussafes.

Respecto a que los seres vivos que habitan esos ecosistemas se hacen más  prescindibles, el otro día leía sobre un premio en gestión de operaciones a  Primark, por lo visto es el retailer de fast fashion con un crecimiento más rápido en Europa y su modelo es parte fundamental del mismo ya que la empresa mueve con sólo 8 personas una supply chain de £2bn. Sus tiempos de respuesta son increibles, los productos en el desfile de la London Fashion week pueden estar en sus tiendas en una semana. La capacidad que proporcionan las mejoras en integración y depuración de procesos, la gestión de los datos, la tecnología y los sistemas de información reducen la necesidad de personas. Si las plantas de los ecosistemas no necesitan a los animales para abonarlas, sanearlas, y polinizarlas, los convierten en simples parásitos a expulsar…

31
Ago

IT Management. Trendlines of Evolution

Escrito el 31 agosto 2011 por Jesus Guerro en General

The boom in IT consultancy is currently serving for about 15 years. The astounding growth of trade of these services had been driven basically within 3 fields:

The first could be called Communications & Networks and thus related to the infrastructure required to take advantage of new technological highways of information as well as data security and protection systems against third parties.

The second would have to do with the development of Operating Systems and DataBases providing a new scenario that allowed the user to parameterize, organize and archive the information in an intuitive and comfortable way.

Lastly, the third and maybe the most important one, in terms of turnover, the development and implementation of Management Applications based on principle of Single Data. In other words, having one and only one homogeneous Box in which the different departments interact on the same database and over the same operational transactions. These Information Systems are going to withdraw the technological weakness derived from maintaining external links (interfaces) among various heterogeneous systems that once guarantee the safety and accuracy of the information, avoiding break downs of communication and duplication of data, so that, inconsistencies in the business information.
Moreover, the implementation of ERP Systems also put Taifa Kingdoms to the end, those that often characterized the organizations where each department controlled its proprietary information system.

The momentum and the desire of large companies to implement their ERP, led to commercial expansion of IT applications consulting, especially within SAP frame, doubtless the big winner in the global battle for dominance in this wealthy market.

The Consulting model of implementing modern Information Systems has been successful to date. This model is based on strategic and technological duality. So the consultants have been clearly divided at the same time, into functional consultants and technical consultants. The former (in the jargon, front office) are considered closer to the enterprise business and therefore better able to communicate with the client and understand their particular requirements. The latter, (in this case, back office) with deeper technical knowledge of the tool but farther away from the client, focus on algebraic solution to the functional needs transmitted by the analysts. Technicians are therefore, the responsibles for handling the real gut of the system.

Well, certainly this pattern is changing. This duality is becoming more blurred every day and Customers begin to demand from technology professionals, whether they are outsourced to consultants or staff hired internally, both faculties together. In short, the ability to understand the business strategy as well as the technical knowledge to move their own conclusions to the design of systems and the teams lead.
It is striking to see how IT executive positions claim not only experienced professionals in team management or project negotiation, but every day take better power those professionals with strong technical background built in parallel while promoted their managerial skills.
There is still a misunderstanding according to the concept of Progress in Technology Careers that bears to forget and even banish the technical spectrum to evolve into management responsibilities. Some professionals even eliminate from their Curriculum their early stages when they worked in the trenches as programmers. So many of them get surprised when in a job interview are examined in-depth about their technical expertise and wonder how they are asked about aspects such as programming when applied to a position of CIO. The answer is simple. Employer wants to make sure no one will pass you over the right. They know that Command on technical architecture of the projects will provide you with more accuracy when planning milestones, resources and deadlines. That if a subordinate must be corrected you are able to do it by first hand and you will not have to postpone a response when that is crucial to trasnmit confidence and poise at the moment.

In some countries such as Spain, It does not happen in all, functional tasks have been more respected and appreciated than the technical ones, but as I reiterate, this trend has begun to change.

Therefore, technical profiles evolution have to care about understanding the business administration, the impact of some actions over others and to foster empathy in the relationship with customers and teammates. On the other hand, functional consultants would do well to strengthen their technical skills to continue to prosper.

Who is best positioned in this new career depends only and exclusively on the endeavor and commitment of each one…

21
Ago

HP Leaves PC market to focus in Services

Escrito el 21 agosto 2011 por Jesus Guerro en General

Hewlett Packard has shaken the technology sector and consequently the financial world by announcing his departure from the PC market. It might be confusing if we consider the news come from the current a Global Leader in the field as is the case. But HP’s decision is far from innocent, much less unexpected.
The hiring of Leo Apothenker as head of the Company, the same person who had taken SAP to a progressive and overwhelming leadership into Applications market, revealed the clear intention of the Board to give a radical strategic shift in the business model of the prestigious American Firm.
It probably did not escape their managers the announcement would cause confusion in the Financial Markets and consequently and immediate drop in the shares vale as indeed it happened. The valuation of HP fell after the announcement, 20% out of its capitalization, added to the 20% which had already lost in the last 6 months. This mean, the stock value of HP today is almost a half It was at the beginning of the year. So, with this decision, HP seems to implement the holder of that movie “9 ½ weeks” “if something is on fire let it burn” and that’s what HP has done, fire to be reborn from its ashes.
However ceratinly It is not, and following the parallelism, a total burnout or a “jump without a net”. With a clear goal to cover a larger Customer Share, the American company has formed in the last decade, a Division of IT Applications Consulting with more than 10,000 consultants worldwide, most of them, as you could imagine, professionals belonging to the SAP Universe.

The HP strategy that underpins today could recall that which IBM started 15 years ago, also former leader of the computer industry which became to a Services Company from the hall to the roof based on Technology Services and Information System Applications.

Nevertheless it is not a sudden trend. We have seen in recent years how large firms traditionally known as world’s leading manufacturers such as Siemens, FUJYTSU, or TATA worldwide, nowadays participate in Consulting  Tenders of IT Applications  to become first-order competitors facing Accenture, Deloitte, PWC or IBM itself.

HP also abandons the evolution of its operating system for mobile terminals webOS acquired a year ago after buying Palm, perhaps in view of the temerity to compete in this field with Google and Apple, preferring to invest in the acquisition of Software Services Company “Autonomy “  by 10,000 million dollars.
The trend of the transition from product center to service center is being accelerated day after day. The brands apply its best resources to provide a careful and complete service to the customer, keeping a continuous interaction to participate in definition of strategic plans achieving the best position. PCs or printers do not allow such scope. This work is subcontracted; the brand is not longer resting on the metal.

29
Jul

RETURN TO MATRIX

Escrito el 29 julio 2011 por Jesus Guerro en General

All of us have some friends or colleagues that have decided at some point in his career to create his/her own business, in majority of case leveraging the knowledge acquired in his/her profession, sometimes making the step alone, sometimes accompanied in the adventure with some partners. 

Some of them jump from companies, some others from unemplyment, attemping to create theis own solution. 

The trend is definitely growing, particularly in IT frames ,where many of them feel personaly and professionaly pleasant after taking their decision.

In other sectors is not always an easy task .Indeed, the case we would like to discuss here is that situation in which the adventure ends falling after taking the rest, and those professionals involved in the Odyssey, intend to return to the job market, being hired by a company as an internal employee.

Some people think this is a non return way revealing the nature of these guys who dare. This could mean that people who make the decision to work on his behalf, has lost his/her capacity to work under a pre-defined structure with a clear line of command or even, the reasoning goes beyond that point, coming up the doubt whether these type of fellows never had that willingness and will try it again to escape from there sooner or later.

On the other hand, others interpret that these guys have demonstrated Courage, capacity of decision and determination to go for it, business development initiative, clear expertise, relationship gifts, open mind and strategic focus, all of them strongly appreciated managerial skills.

However, as we mentioned before, not everybody agrees with this latter vision and some observers tend to to see in these profiles, something like a free verses or a revel souls. They saw Real Life, they took the blue pill and moved away from Matrix..

This is why we open this discussion here.

To know about your opinion from the outside or by self experience.

What do you think about the impression of HR Managers when they receive these returners?

In your opinion, is this initiative valued positively or does it raise more doubts than certainties becoming a handycap?

Maybe ,does it depend on the professional nature or result of that experience? 

Which is your viewpoint?

Thank you.

28
Jul

Digital & mobile case studies are coming..

Escrito el 28 julio 2011 por José Luis Fernández en General

As Operations professor I am trying to prepare next course´s classes.  I have started to leaf through two big paper reams thicker than Tolstoy’s War & Peace which holds all technical notes and practical Cases. That is why when I have read this article  at BW:  http://www.businessweek.com/business-schools/the-bschool-case-study-gets-a-digital-makeover-07252011.html I have tried to figure out the implications from the users standpoint.

Headline is: “The B-School case study gets a digital makeover”

Main message states that Harvard Business School, among others, is in the process of converting 3,500 of its files to tablet-enhanced formats during this school year and expects to finish converting its library of 17,000 titles by 2013.  Tablets would transform case studies from straightforward narratives into complex and changeable multi-option stories.

The initiative on going digital & interactive is not new; at ie I have contributed to some cases since 2004 and depending on the design, usability and interaction scenarios it can provide some pluses for case preparation and understanding.

Regarding the mobility, let´s imagine a MBA candidate with a demanding position in a company, with a demanding & in some cases growing family, frequent traveler and with hundreds of cases to prepare in a constrained timeframe…this guy needs availability. Availability can bring productivity which is a must for getting the most of such investment that an MBA is. On top of it, we have to consider that tablets are big kids´ toys nowadays and also that learning by playing could even be long lasting.

Apart from enhanced case holder with editing capabilities some key functionalities should include the relation capabilities; access to a platform, online classes, forums, chats, working sessions and email and file transfer.

In any case, I stick to the comment of Mr Rowe  at the end of the article “”I’m not really concerned if cases are consumed by tablet or hard copy,” he says. “When students get in the classroom, the ‘Aha’ moments occur to most of them in the thrust of debate and discussion.”

27
Jun

Please, let Stop. Africa is not a landfill.

Escrito el 27 junio 2011 por Jesus Guerro en General

Mainly Africa and Far East countries are becoming a true global dumping ground for waste from exports mostly made suspicious of dubious legality in their countries of origin, in any case, industrialized nations whose focus is primarily on the continent Europe.
Countless tons of electronic equipment and appliances, that contain high toxic elements as batteries, oil and gas cooling, are being sold under the table, to companies in these destination countries to be scrapped and recover the metal, which is a cheaper operation than extracting the gas and oil previously to treat them separately, a mandatory procedure in Europe for all manufacturers and brands.
By law, since 2005, any device that has a battery or plug must be treated: removing hazardous materials (gas, oil, heavy metals …) before the reuse of industrial metals (iron, steel, copper …).
Recently the Spanish customs stopped a container of toxic waste in the way to developing countries, sadly, a dramatically growing practice, which has encouraged the openness of a massive fraud investigation against this type of irregular recycling.
Sources from the Spanish paper El País, confirm that a container was held three weeks ago, by means of an operation of the World Customs Organization, coordinated in 65 countries. Allen Bruford, project coordinator, said by telephone: “The trafficking of waste to developing countries is a global phenomenon and we believe that growing. The Netherlands and Belgium are the countries that detect this practice in a higher rate, not necessarily because its bigger activity but because they have specialized equipment.”
Often these shipments of scrap (computers or old refrigerators) are disguised as equipment for sale second hand. Here we have a difficult gap. It is admitted by authorities that it is not always clear line of separation between waste and used appliances. Making it difficult to track and arrest shipments.
What’s more exports nobody doubts it, because the accounts do not match.

According to the same sources, in 2009 702,000 tons of electronic and electrical products run in the Spanish market but only 124 987 were treated (17%). Obviously, not everything that is sold in a year must be recycled that year (the products last several years) but the difference between what is recycled and what is sold, gives an idea of ​​something happening.  
Managers of waste treatment plants regularly receive calls from companies in Morocco, China, India, Ghana, Gambia … to buy waste. Product manufacturers abroad recognize that there are brokers who are interested in buying waste insistently. This should not be alarming in itself as a practice except in cases where legal treatment of waste is not respected, which is here the problem.

This matter should be urgently incorporated into international trade law if we do not want to create some environmental problems in regions of such magnitude that it will be strongly difficult to regenerate.

As “A disgrace to Europe” is defined this problem from certain instances when referring the problem in the recycling of electronic products: Sentences like “One of the biggest embarrassments of Europe is to see how e-waste appears scrapped or abandoned in the most world’s poor. This creates problems of health and environment. ”

 Everyone agrees that there is a long remarkable road for improvement in recycling but completing regulation and reinforcing resources on this matter are pending subjects for International Trade Institutions, EU and Goverment s of Nations. Please do not give up on it.

19
Jun

NBA – ENGINEERED FOR SUCCESS

Escrito el 19 junio 2011 por Jesus Guerro en General

We have just proclaimed Dallas Mavericks, with german Dirk Nowitzki in the role of Superhero, new Champion of Professional basketball league, NBA, for first time in its 31 years of franchise history, beating Miami Heat in playoff finals and avenging this way, their defeat against the same rival in 2006 finals, five years ago.

With this title, the desired Ring, Dallas Mavericks becomes the sixth different NBA Champion in last 10 years. Lakers (2002,2003,2009,2010), Detroit (2004), San Antonio (2005,2007),Miami (2006) and Boston (2008) complete this privileged list. If we extend back 6 years we find two new franchise champions, Chicago and Houston. So that 8 different Champions in 16 years, something difficult to see in professional leagues in other places or surely even in other sports.

This alternation in the top  has brought a sense of competitiveness not easy to imitate.

TV audience rates have reached in these last finals maximum figures in history even overcoming those reached in times of Great Michael Jordan or more recently, the double re-edition of classic Lakers-Celtics finals in 2008 and 2009.  Average was up to 11 million viewers with top audiences of more than 15 million people watching certain stages of finals.

This growing public acceptance is not by chance at all. It responds to a perfectly engineered League System to preserve maximum equality between all teams playing the championship.

Two major milestones are the essentials of this System:

1)      Draft Election: Every year each team has the opportunity to select the player they want  from the US University Scope or from European or other international leagues.

However these selections are not based in the best offer but following a certain order. Basically this order for selection is structured according to the position this team achieved last season. By this way the last position has the greatest probabilities to select in first order and then so on.

This guarantees a continuous renovation of teams with the worst positioned ones opting to select the best players next year. There is not a franchise in NBA without a star in their team. So that “surprises” in games are not that because everyone knows that any team is able to beat anyone in the league, something difficult to find in other championships regardless the sport.

2)      Salary Cap: Any franchise is not allowed to overcome a limit in wages paid to players. And if they do it they are sanctioned. If they exceed the limit they will have to pay the same amount exceeded to the NBA Offices, so that duplicating the expenditure-

Salary cap is published  in previous summer and changes year after year. In 2010-11 season, It was 58 million dollars.

With this measure, NBA franchises do their best to not exceed the Salary Cap and then all teams in the league maintain some equality in the players potential teams are permitted to incorporate.   Moreover, if some franchise wants to acquire a player belonging to other franchise, the deal is not possible to be achieved with only money. A transfer of players is required with a similar contractual volume. If the “seller” franchise is not interested in players from the “buyer” franchise, a third franchise uses to enter the game provoking 3-band transfers.

To facilitate the accomplishment of Salary Cap the NBA introduced some salary constrains to players depending on their years of experience in the league, so that nobody can earn more money than that established for their seniority, regardless the player´s quality or potential. These restrictions appear during first four years. From this point players are allowed to receive incomes up to 20 million dollars annually.

Some of these policies could seem opposite to American free trade and some details of them are presently debated between players and the League Commissioner, with the overflying thread of lock-out.

We hope they reach an agreement soon. The Show must Go On.

5
Jun

The Growing Role of Community Managers

Escrito el 5 junio 2011 por Jesus Guerro en General

It is obvious that forms of communication change with the times and perhaps never more rapidly as they did in recent years.
With the birth of the Internet, companies discovered a new window available to advertise their products and services in a range of global reach, and found a new way to make themselves better known expanding their potential business impact in a broader target market.
However until the second half of the first decade of this century, the impact fees in the network have remained far behind from those obtained in the TV where major companies have traditionally invested for promotion purposes.
Very distinct behavior is currently observed in the younger generation, those born in the 80s and 90’s, move in internet many more hours than they spend watching television, leveraging the use of new remote devices as iphones, ipods, tablets and so on.

 This new scenario has led companies to focus so much more directly and seriously to the way they communicate through the network, because it is there where their new target audience is waiting for, specially those brands that develop their products or services to younger segments of society.
So that, not only the favorite mass media has changed, but the way in which the information transmitted to potential client is treated .

Thus, new generations like to “interact” with the sender of the message, not just “responding” but moreover, “proposing.” (what It is called crowdsourcing)

 And here comes the concept of Open Innovation. When the observer becomes a co-creator .-
To carry out the transformation of communication policies that this new paradigm demands, companies require the participation of the Community Manager.
So, what exactly is a Community Manager?

A Community Manager will be the figure responsible for trasnforming the boring traditional catalogs into interactive game fields, which not only capture the attention of these new modes of behavior but serve as a new lab to make and integrate new ideas coming directly from the same objective target.
Therefore, a Community Manager is that transversal professional within the Organization, who having a mixed profile ,technically and marketing speaking, designs and creates a WEB front end structure into a dynamic platform where “on –line” transmitting efficiently marketing strategies, corporate social responsibility or product development with the direct participation of an infinite audience  who can be both their most dedicated collaborator and appreciated customer.

26
May

Después del jaque.

Escrito el 26 mayo 2011 por José Luis Fernández en General

Y después del jaque del movimiento social en Sol, ¿Cómo seguir la partida?¿Las blancas juegan y ganan o juegan y pierden? ¿o ni siquiera juegan?

 Terminada la campaña, pasadas las elecciones, los comerciantes comienzan a impacientarse por el campamento algo desarbolado ya. Dicen que sólo es el caparazón porque el cuerpo del movimiento ha cedido las posiciones y se mueve a otros terrenos. Pero para los observadores es difícil separar grano y paja si no está bien comunicado.

El calor del movimiento que ha encendido corazones y cabezas por todas partes corre el riesgo de enfriarse y de pasar al recuerdo como una canción del verano a no ser que se alimente adecuadamente cosa que agradará a muchos y desagradará a otros, muchos, que seguirán tarareándola. El punto es si pasará simplemente como una canción de verano o permanecerá como el concepto de canción del verano.

Pensando en formas de seguir la partida, por si ayuda, os propongo una. Una que plantea un corto, un medio y un largo plazo y que tiene su base en lo que hemos aprendido en esta temporada, en nuestros foros sobre innovación e innovación abierta, modelos de valor, ecosistemas y desarrollo de propuestas centradas en el cliente.

El corto consistiría en  definir un paquete de reivindicaciones muy básico pero completamente común que incluyera por ejemplo medidas contra la corrupción, otras que garanticen la separación de poderes, otras que permitan evaluar la calidad de la gestión de los que nos gobiernan… El objetivo principal sería desarrollar la capacidad de alcanzar el consenso de forma unívoca y clara.

 El medio plazo se centraría en conseguir que esos objetivos formaran parte del programa electoral de los diferentes partidos y evaluar su consecución es decir desarrollar la capacidad de influir.

Si pensamos en el largo, imaginad un ciudadano amplificado, conectado,  visto como el cliente del sistema, como el proveedor, como el maestro, como el consejero o el financiador. Un ciudadano que puede ser consultado de modo dinámico y capaz de proporcionar mecanismos de innovación ante cuestiones relativas a decisiones o problemas de los poderes actuales que les sirven y a los que sirven y no como ahora que únicamente ponen un granito en una cajita para que los que dicen que le representan le “representen” en todo lo representable cada 4 años.

 Hoy existen formas de diseñar entornos de web colaborativa, red social, plasmática, sin colores, donde pueda expresarse, dar ideas, recibir datos así como proporcionarlos o dar eco a las ideas de otros. Diseñada para capturar y potenciar lo mejor, agregar las posturas de acuerdo/desacuerdo ante cuestiones concretas, en definitiva representar a un amplio porcentaje de ciudadanos y configurar una especie de poder consultivo adicional a los existentes, la voz del cliente, la voz del ciudadano, que está vivo, que habla y que no necesita que le interpreten sino que le escuchen.

30
Abr

CORE BUSINESS? WHAT IS REALLY CORE?

Escrito el 30 abril 2011 por Jesus Guerro en General

 If we would ask anyone what is the definition of Outsourcing, most probably answer that it is the delegation to external providers of activities that do not add value, so those functions that are not CORE.
However, this definition since some time ago, should be taken with some skepticism.

Firstly, it is of dubious veracity that Outsourcing practice takes place only on those non-value added functions, which in itself is as contradictory as all that all necessary, adds value, brougth either by the output of the process or by the way it is implemented in terms of operational efficiency / organizational and cost, which will suppose an opportunity of competitive advantage to a greater or lesser degree.

Moreover, determining what is Core and what is not is a chance at least, uncertain.
Then we must ask ourselves what we mean by CORE. If we ask this question to the same person we did before, he/she may reply:
“That is which is strategic, what is part of the know-how of the company.”
And we turn to be in a mess again. What is strategic?, what is know how?

Under this approach does not make sense for a company delegate its sales function to a distribution network, or to commission the development of differentiating components to a supplier, or to trust an outside contributor mission to select their future leaders or to deal with specialized financial or tax advice. then are these functions  non CORE for the company?

Answering NO would  be at least, suspect of some degree of irresponsibility.
In a competitive environment in which product differentiation is becoming increasingly complex, technological life cycles are shorter and the need to reduce time to market is more critical, it is not possible to sustain this strategic basis without an efficient partnership not only between internal departments of the company but the integration of knowledgeable partners regardless of their number and responsibilities, as if all of them comprise an unique entity.

Therefore It is pertinent to ask themselves whether a contractual relationship of different types employee or professional,  should diverge on the framework of  its applicability.

Probably not. Pretending to excessively protect know how could be presumptuous and even risky. In a world that moves at breakneck speed and where the inventions should be applied quickly to achieve range of innovation, the strategic focus should be directed to the mission, purpose, method and implementation, rather than on what kind of contractual relationship governs the relationship between the parties.
Experience has shown that collaboration with partners in reducing development cycles and product launches acquires a fundamental nature, since only those that can run activities in parallel speed up new creations in anticipation of the competition, so gaining market share and enjoy profitable margins, at least until to being imitated or allowing others to do it paying royalties on patents as result.
Companies today face two major challenges: (i) Open and spread the Access to Customer and (ii) Ability to Organize, integrate departments regardless they are rewarded through payroll or invoice.
Thus, modern companies focus on Brand Building. The rest is organization, which has been called Orchestration, especially when the company deploys global operations where the participation of service partners is critical to keep the promise of the value proposition. Technical services, customer care, logistics .. Returns ..

Considering these premises among others,  what is really CORE? Are there functions or activities that should never be outsourced? Is It really important who does what in terms of organizational boundaries?

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