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Becoming a Real-Time Enterprise [Kõva köide]

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  • Formaat: Hardback, 304 pages, kõrgus x laius x paksus: 231x150x23 mm, kaal: 490 g, 0 Illustrations
  • Ilmumisaeg: 16-Nov-2006
  • Kirjastus: McGraw-Hill Professional
  • ISBN-10: 007147479X
  • ISBN-13: 9780071474795
Teised raamatud teemal:
Becoming a Real-Time EnterpriseSuurem pilt
  • Formaat: Hardback, 304 pages, kõrgus x laius x paksus: 231x150x23 mm, kaal: 490 g, 0 Illustrations
  • Ilmumisaeg: 16-Nov-2006
  • Kirjastus: McGraw-Hill Professional
  • ISBN-10: 007147479X
  • ISBN-13: 9780071474795
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9780071474795.html
Märksõnad:

The only step-by-step guide to transformingany company into a highly efficient, responsive,and profitable organization

Real-time enterprise (RTE) refers to the seamlessfusion of IT and business operations to fosterevent-driven marketing, process automation, just-intimeprovisioning, and readily available business intelligence.By ensuring that the right information flows tothe right people at the right time, RTE allows companiessuperior efficiency and quicker response time toboth problems and opportunities. Drawing on fiveyears of research at more than 30 leading companies,Becoming a Real-Time Enterprise fills a gaping hole in thebusiness literature by bringing RTE down to earth forbusiness readers and providing a complete blueprintfor achieving real-time status.

Acknowledgments xiii
Introduction xv
Chapter 1: The Real-Time Enterprise 1(18)
Why Are So Few Companies Real-Time?
3(2)
Not Aligning Real-Time Deployments with Business Goals
3(1)
Cost and Complexity
4(1)
Examples of Real-Time Failures
5(11)
Strategy Failures
5(2)
Planning Failures
7(4)
Implementation and Tactical Failures
11(5)
Summary
16(1)
Notes
17(2)
Chapter 2: Real-Time Enterprise Strategy and Planning Model 19(26)
Real-Time Enterprise Strategy Model
21(15)
Create Competitive Advantage
22(1)
Reduce Uncertainty
22(2)
Reduce Complexity
24(3)
Prioritize Modular Initiatives
27(2)
Uncertainty and Complexity within a Module
29(1)
Strategy Examples from Industry
29(7)
Real-Time Enterprise Planning Model
36(6)
Achieve Desired ROI
37(1)
Address Critical Information Discontinuities
38(2)
Address Critical Latencies
40(2)
Summary
42(1)
Notes
42(3)
Chapter 3: Real-Time Enterprise Implementation Model 45(34)
Enterprise Information Architecture
47(1)
Integration
48(2)
Development Strategies
50(1)
Compression Approach
50(1)
Experiential Approach
51(1)
Combination Approach
51(1)
Implementation Framework
51(26)
Implementation Steps
52(15)
Implementation Components
67(10)
Summary
77(1)
Notes
78(1)
Chapter 4: The Road to Real-Time Enterprise Using RFID 79(42)
Applying the Strategy Framework
81(5)
Create Competitive Advantage
82(1)
Reduce Uncertainty
83(1)
Reduce Complexity
84(2)
Modular Prioritization
86(1)
Learning by Doing: Strategy Framework
86(6)
Seven-Eleven Japan (SEJ)
87(2)
United Colors of Benetton
89(2)
United Parcel Service
91(1)
Applying the Planning Framework
92(9)
Achieve Return on Investment
93(4)
Address Discontinuities
97(2)
Address Latencies
99(2)
Learning by Doing: Planning Framework
101(5)
Seven-Eleven Japan (SEJ)
101(2)
United Colors of Benetton
103(3)
Applying the Implementation Framework
106(7)
Capture Data
107(2)
Monitor Data
109(1)
Analyze Data
110(12)
Interpret and Act
122
Feedback
112(1)
Learning by Doing: Implementation Framework
113(5)
Seven-Eleven Japan (SEJ)
113(5)
Summary
118(1)
Notes
119(2)
Chapter 5: Real-Time in Hospitals 121(18)
Real-Time Opportunities in Hospitals
122(7)
Patient Records Management
122(1)
Patient Prescriptions
123(2)
Bed-Allocation Management
125(1)
Major Equipment Management
126(2)
Management of Small Instruments and Supplies
128(1)
Prioritizing the Options: Strategy Framework
129(3)
Patient Records Management
129(1)
Patient Prescriptions
130(1)
Bed-Allocation Management
131(1)
Major Equipment Management
131(1)
Management of Small Instruments and Supplies
132(1)
Prioritizing the Options: Follow the Money
132(2)
Patient Records Management
133(1)
Patient Prescriptions
133(1)
Bed-Allocation Management
133(1)
Major Equipment Management
134(1)
Management of Small Instruments and Supplies
134(1)
Applying the Planning Framework
134(1)
Applying the Implementation Framework
135(2)
Summary
137(1)
Notes
137(2)
Chapter 6: Cisco: The Real-Time Enterprise Role Model 139(18)
Company Background
141(2)
Systems' Growing Pains
141(2)
New Funding Model—IT as a Profit Center
143(1)
Emphasis on Technology Standards
144(2)
e-Business Initiatives
146(6)
Cisco Connection Online (CCO)
147(2)
Cisco Manufacturing Connection Online (MCO)
149(1)
Cisco Employee Connection (CEC)
150(2)
Productivity Gains from an RTE Model
152(1)
On the Horizon
152(2)
e-Learning
152(1)
e-Collaboration
153(1)
e-Sales
154(1)
Challenges Moving Forward
154(2)
Notes
156(1)
Chapter 7: AT&T: Real-Time Transformation 157(26)
Telecommunications Industry Overview
157(1)
Company Background
158(2)
AT&T Business Services
159(1)
AT&T Customer Services
160(1)
Challenges Facing AT&T
160(3)
Internal Challenges
161(1)
Competitive Challenges
161(1)
Customer-Base Challenges
162(1)
Business Goals
163(4)
Improve the Overall Customer Experience
163(2)
Improve Internal Process Efficiency
165(1)
Offer New Features and Functionality
166(1)
Vision for Change
167(3)
Concept of One
167(1)
Concept of Zero
168(1)
Concept of None
169(1)
Transforming AT&T: The Concept of One
170(6)
Improving Customer Experience
170(3)
Internal Improvements
173(1)
Challenges to Implementation
174(1)
Measures of Success
175(1)
The Road Ahead
176(3)
Future Outlook
177(1)
Future Challenges
178(1)
Notes
179(4)
Chapter 8: Real-Time Operations in Stock Exchanges and Data Service Providers 183(18)
New York Stock Exchange
184(6)
Connection with Brokerage Firms
184(1)
Automation of Order Processing
184(1)
Wireless Communication
185(1)
Data Slicing and Dicing
186(1)
Real-Time Data Service
186(1)
System Capacity
187(1)
Benefits to Stock Exchange Participants
188(2)
Drawbacks to the Participants
190(1)
Nasdaq
190(4)
Elimination of Physical Trading Floors
190(1)
Flexible Trading Activities
191(1)
Abundant Real-Time Data Service
192(1)
Benefits of the Exchange
192(2)
Independent Data Providers
194(1)
Bloomberg
194(1)
Yahoo! Finance
194(1)
Future Trends
195(2)
Post-September 11 Emergency Action
196(1)
Summary
197(1)
Notes
198(3)
Appendix: IT Software Components in an Organization 201(12)
Enterprise Resource Planning (ERP)
201(1)
Leading Providers
202(1)
Supply Chain Management (SCM)
202(3)
Production
203(1)
Supply
203(1)
Inventory
203(1)
Location
204(1)
Transportation
204(1)
Information
204(1)
Components
204(1)
Leading Providers
205(1)
Customer Relations Management (CRM)
205(1)
Leading Providers
206(1)
Employee Relations Management (ERM)
206(1)
Leading Providers
207(1)
Product Lifecycle Management (PLM)
207(2)
Benefits of PLM
208(1)
Leading Providers
209(1)
The Future
209(2)
Integration of Modules
209(1)
The Internet
209(1)
XML: New Standard for Data Transmission
210(1)
Mobility
210(1)
Notes
211(2)
Index 213


Behnam Tabrizi, Ph.D., is a Consulting Professor in the Department of Management Science and Engineering at Stanford University. He is an internationally recognized expert on RTE and Organizational Transformation and has served as a consultant to Hewlett-Packard, Intel, IBM, IDC, Motorola, Oracle, Cisco, Honeywell, and many other major companies. Dr. Tabrizi has also held positions at the Harvard Business School and the Stanford Graduate School of Business.