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Rescooped by Jarkko Karjalainen from IT Service Management (ITSM)
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SIAM: Keeping the governance of external IT service providers in-house

SIAM: Keeping the governance of external IT service providers in-house | Tabula Rasa | Scoop.it
Companies that outsource IT activities to different service providers must maintain a coherent IT environment for their own users. This coordinating role, referred to by the acronym SIAM (Service Integration and Management), is a role that can in turn be outsourced. But it would be sensible for companies not to do so.

Via Jaakko Kuosmanen
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How to Succeed at Key Account Management - Lynette Ryals ...

How to Succeed at Key Account Management - Lynette Ryals ... | Tabula Rasa | Scoop.it
Key account management (KAM) is one of the most important changes in selling that has emerged during the past two decades. KAM is a radically different organizational process used by business-to-business suppliers to ...
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Rescooped by Jarkko Karjalainen from Workplace News
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Lean and flexible

Lean and flexible | Tabula Rasa | Scoop.it
Embedding flexible working across an organisation means rethinking traditional methods of management. Joanne Molesky, principal consultant in IT governance at ThoughtWorks, says lean principles can...

Via Kate Lister
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Kate Lister's curator insight, April 26, 2015 2:16 PM

This is a must read. As the pace of change continues to accelerate, we need to manage differently. That means letting go of command and control in favor of agile fail-fast strategies.

Venkadesh Narayanan's curator insight, April 28, 2015 10:43 AM

www.fhyzics.com

 

Rescooped by Jarkko Karjalainen from Business: Economics, Marketing, Strategy
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From Idea to Business with Lean Startup & the Progress Board

From Idea to Business with Lean Startup & the Progress Board | Tabula Rasa | Scoop.it
The Business Model and Value Proposition Canvas help you shape your ideas.
The Lean Startup process (+ our Test & Learning Card) help you test them
and capture insights.

Via Pantelis Chiotellis
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Scooped by Jarkko Karjalainen
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May 2013 Webinar: IT Business Relationship Management for Success with Ibrahim K Jackson

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Rescooped by Jarkko Karjalainen from Leadership and Management
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Have We Stopped Taking Account Management Seriously Again? - AdAge.com

Have We Stopped Taking Account Management Seriously Again? - AdAge.com | Tabula Rasa | Scoop.it
“ Have We Stopped Taking Account Management Seriously Again?”
Via Rami Kantari
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Gina Volk's curator insight, May 22, 2014 5:40 PM

The Big 3 in Account Management: 

 

Strategy - This is where becoming a product owner is key. You are the one person at your agency where you must advocate for your client's business. You must know that business better than anyone else at your agency, keeping both your team and your client grounded. 

 

Relationship-Building -  This is simple, honest and open communication is key to build a promising relationship and the best way to maintain it. Always check in with your clients and make sure they know that you are working hard for them. Just a quick check in makes all the difference. 

 

Leadership - A great account manager needs to have a palpable presence with the team. Respect of the creative team and their writers is a much. They must be seen as an expert in their clients field. A great account manager must also be able to confidently present in front of the clients team.

 

 

Rescooped by Jarkko Karjalainen from Service Design, User Experience, Customer Satisfaction and many more
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Service Design Explained

Service Design Explained | Tabula Rasa | Scoop.it
“ Service design can drastically improve the way people interact with your brand. But sometimes it’s not that simple to visualize or understand what it means for your or where to start. The infographic below helps visualize and help explain the …”
Via Benj112358
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Rescooped by Jarkko Karjalainen from 21st Century ITSM
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How the Internet of Things Is Shaping Our Future - Tech Cocktail

How the Internet of Things Is Shaping Our Future - Tech Cocktail | Tabula Rasa | Scoop.it
“The World Wide Web has transformed into an Internet of Things (IoT) world where everything, yes everything is or will be connected to the Internet.”
Via massimo facchinetti, Biomni
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Rescooped by Jarkko Karjalainen from Six-Sigma-Lean-TOC-TLS
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Six Sigma Tools (Übersicht) - Six Sigma Black Belt

Six Sigma Tools (Übersicht) - Six Sigma Black Belt | Tabula Rasa | Scoop.it
“ Six Sigma Tools und deren richtige Anwendung im DMAIC Zyklus. Eine visuelle Übersicht, die Ihnen im Gedächtnis bleibt.”
Via k2c
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k2c's curator insight, August 14, 2014 2:53 PM

A good synthetic view of DMAIC and its associated tools by phase.

SixSigmaBlackBelt's curator insight, August 18, 2014 9:08 AM

Tolle Übersicht zu Six Sigma

 

Rescooped by Jarkko Karjalainen from digitalNow
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11 Things You Can Do To Increase Employee Productivity

11 Things You Can Do To Increase Employee Productivity | Tabula Rasa | Scoop.it
“Work is hard enough. Make your life easier by maxamizing your employees potential. Learn these simple tricks to increase employee productivity.”
Via Don Dea
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Don Dea's curator insight, August 17, 2014 2:04 AM
Create a family like atmosphere.

We are not talking about treating an employee the same way you would treat your mother or your brother. Think more along the lines of a cousin or a nephew. We all have extended family members that we cannot stand but that does not mean we don’t have their best interest in mind always. We can talk bad about family members but we will never stand for other people talking negatively about them. The same should apply to your employees. Make sure your employees know that regardless of how you feel about them that you always have their backs and are willing to go to war for them.

Rescooped by Jarkko Karjalainen from lean manufacturing
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When "Lean" is Watered Down to "The Customer is King"

When "Lean" is Watered Down to "The Customer is King" | Tabula Rasa | Scoop.it
“ Recently, I lost my wallet and had to replace a couple of bank cards (a situation millions of people face yearly). The first bank I called required me to slowly navigate through an automated system with an endless succession of prompts, while I grew increasingly frustrated and weary. Finally—after almost an hour!—a robotic voice told me...”
Via Michel Baudin
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Michel Baudin's curator insight, April 22, 2014 9:14 AM

The Toyota Production System (TPS) is the best performing way we know to build cars, and it has a rich technical and managerial content. From the 1970s on, Toyota promoted among its suppliers. They were joined in the 1980s by Toyota's competitors and a few non-automotive pioneers, who didn't fully understand it. 

Rebranded "Lean" in the 1990s, it was sold first in many manufacturing sectors and then outside of manufacturing. As a consequence, however, the "Lean Body of Knowledge" offered by most consultants and training organizations became more and more generic, and gradually drained of substance.

In this article, Lean boils down to "maximizing customer value using fewer resources." If that is what Lean is,  then I don't know any businessperson -- from my local dry-cleaner to the CEO of a major manufacturing company -- who would not claim to doing it. They might express it in simpler words, like "taking care of customers without wasting money," but the meaning is the same. 

"The customer is king" is Business 101, not the defining characteristic of TPS or Lean as I see it, which addresses the needs of all stakeholders, not just customers. A "relentless customer focus" may be what you want to tell customers about, but it is not the basis for providing supplier support or career planning for production operators. 

Rescooped by Jarkko Karjalainen from CRM | JobNimbus
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5 Things You Should Be Using Right Now for Customer Support

5 Things You Should Be Using Right Now for Customer Support | Tabula Rasa | Scoop.it
“ Customer support is incredibly important to the success of any business. If you do these 5 things starting right now, your customers will love you.”
Via JobNimbus
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Rescooped by Jarkko Karjalainen from Asiakaskokemus
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Prototyping Tools

Prototyping Tools | Tabula Rasa | Scoop.it
“Service Design Tools Service Design Toolkit Downloads Stakeholder Map Five Principles of Service Design Thinking Field Research during the Jam Photos and Music dig.ccmixter Everystockphoto.com Flic...”
Via Laila Bröcker, Nina Lappalainen
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Scooped by Jarkko Karjalainen
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Business Relationship Management (BRM) in 3 minutes

Business Relationship Management (BRM) in 3 minutes | Tabula Rasa | Scoop.it
Business Relationship Management (BRM) in 3 minutes Compiled by: Aleksandr Zhuk Title/definition Business Relationship Management (BRM) The basics Business Relationship Management stimulates, surfa...
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Scooped by Jarkko Karjalainen
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Whose Account Is It Anyway? 5 Tips for Key Account Management ...

Whose Account Is It Anyway? 5 Tips for Key Account Management ... | Tabula Rasa | Scoop.it
As organizations try to be strategically significant to their customers, they inevitably realize the value and necessity of implementing a key account management program. Key account management differs from sales in that the ...
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Rescooped by Jarkko Karjalainen from Lean Six Sigma Group
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Can Six Sigma Work in a Sales and Marketing Environment?

Can Six Sigma Work in a Sales and Marketing Environment? | Tabula Rasa | Scoop.it
by Paul Selden Originally published in the ASQ Six Sigma Forum, 2001 William Latzko, a professor at the Fordham University Graduate School of Business and a colleague of W.E. Deming, remarked to me...

Via Steven Bonacorsi
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Rescooped by Jarkko Karjalainen from Innovation
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The Innovative Employee: Traits, Knowledge and Company Culture | Innovation Management

The Innovative Employee: Traits, Knowledge and Company Culture | Innovation Management | Tabula Rasa | Scoop.it
“Let’s define an innovative employee Organizations, who want to create a basis for long-term success, are constantly evolving. They strive for change at the right point in time to secure their economic survival.”
Via jean-luc scherer
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Rescooped by Jarkko Karjalainen from Thriving or Dying in the Project Age
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7 Things You Need To Stop Doing To Be More Productive, Backed By Science

7 Things You Need To Stop Doing To Be More Productive, Backed By Science | Tabula Rasa | Scoop.it
“Work Hard, Work Smart”
Via Claude Emond
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Rescooped by Jarkko Karjalainen from IT News
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What’s the deal with Shadow IT? | Rickscloud

What’s the deal with Shadow IT? | Rickscloud | Tabula Rasa | Scoop.it
Shadow IT is a term that describes IT systems and solutions built and used inside organizations without IT approval. A group of people choosing to use a spreadsheet that they email back and forth instead of a company-approved means of storing and sharing crucial information, employees using DropBox to share notes and files, a developer who builds an unsanctioned custom piece of software to simplify or automate a repetitive task — all these are examples of shadow IT.
Via John Lasschuit ®™
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John Lasschuit ®™'s curator insight, November 8, 2014 6:38 AM

By Rick Blaisdell. See #ShadowIT as an opportunity.

Rescooped by Jarkko Karjalainen from Everything CRM
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CRM Tutorial For Beginners - CRM Simplified

CRM Tutorial For Beginners - CRM Simplified | Tabula Rasa | Scoop.it
“ Enter Now and Receive a Complete CRM Tutorial For Beginners and Ensure You Understand the Value and Benefits of Customer Relationship Management.”
Via Michael Taylor
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Rescooped by Jarkko Karjalainen from D&IM (Document & Information Manager) - CDO (Chief Digital Officer) - Gouvernance numérique
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Beyond Adoption to Value Creation

Beyond Adoption to Value Creation | Tabula Rasa | Scoop.it
“ A great deal of attention in enterprise social networking has gone into ‘driving adoption’. A focus on adoption can distract organisations from the real challenge of any business activity, creating value in fulfilment of the organisation’s strategy. Adoption is an intermediate goal Adoption is a means to an end. Adoption is a tool of value creation. It is not the result. The desired outcome is the value created by an engaged community that allows for the fulfilment of a strategic goal through outcomes like better alignment, innovation, adaptation, better customer & community focus, greater agility or improved efficiency. The desire to move beyond adoption is growing. Luis Suarez recently argued that the language of driving adoption is missing the mark. Joachim Stroh has also highlighted ways in which we need to move beyond traditional adoption. The logical next step from adoption is the end goal of work. Business and people work to create value in line with a strategy. We need our use of enterprise social networking to create value for each users and for the business as a whole. Adoption as a goal alone can lead us astray Our focus on adoption is often reflected with concerns from our traditional hierarchical ways of working. For example I have been asked the following questions about adoption that indicate something is going astray: If we don’t have universal adoption, how will people get our messages?: If you are focused on one-way communication, there’s a good chance they don’t listen to your messages already. Can’t we just mandate adoption? You can, but it rarely works to create an engaged & valuable community. Incentives may be a transitional tool to help people engage with the solution but take care that they don’t make participation an end in itself. Won’t our people resist adopting this new solution? If the solution offers no value or is seen as a distraction from real work, they should resist. If it creates value for users and they see its value to the organisational strategy then this is an issue that we will overcome. What’s the right number of users to adopt a social network? There is no magic number. The right answer is enough of the organisation to create enough valuable conversations for users and the organisation. That can be a surprisingly small percentage of the organisation, provided they are well connected into the larger organisation. We have lots of users. Nobody knows what to use it for. What do we do now? You have users but it is likely you don’t have a community that understands how to do things together to create value for your strategy. Most importantly of all, enterprise social networks are infrastructure, not tools. Employees need to make sense of a new enterprise social network and integrate it into their work. There is no pre-ordained usage that people can adopt like many other technology systems. Adopting a network as another conversation tool may be interesting but rapidly loses relevance in a busy workplace with many high volume channels for communication. The best guide to employees is to direct their sense-making into how it will create value for their work and strategic value for the organisation. Often adoption drives demand a lot of overhead and effort. They are pushing something into a community. Where this effort goes to creating niche use cases with easy adoption, selling a uniqueness event in an enterprise social network or investing all the time in unusual campaign activities it can backfire. Employees who come to think of the enterprise social network as being used only for a special activities may not consider the opportunities for every day value creation. In these networks, there is a dramatic difference in utilisation between when adoption is being driven and every day use limiting the potential of the platform. Use caution that your efforts to drive use reinforce the connection to value in daily work and strategy. Importantly adoption is rarely a goal that makes sense to the managers and leaders whose support is needed to foster a collaborative culture and role model usage. Conversations advocating adoption of social collaboration and other future of work practices can seem abstract and a side issue to the work of the organisation to many managers. Managers are looking for how enterprise social networks contribute to value creation. Personal and Strategic Value Value is different for every organisation as organisation’s purpose, strategies and goals differ. Value need not be a hard dollar return on investment. ROI can rarely be calculated in the abstract for infrastructure. From an organisation’s perspective defining a contribution to a strategic goal is often more effective. Value is different for each individual depending on their goals, their role, their work preferences and their needs. Individuals will need to change their work practices in ways that make sense to them. Role modelling and storytelling will assist this journey but they will make their own sense of value. There are 5 key elements of the work to moving the focus of enterprise social networking to value creation: Create Strategic Alignment: Make explicit the connection between social collaboration and the strategic goals of the organisation. At a minimum, these conversations will educate your employees on the purpose, strategy and goals. Guide Personal Value Creation: Guide employees to understand how the enterprise social network creates value in their work. In my work with organisations, I use a Value Maturity Methodology based on users maturity through 4 stages Connect>Share>Solve>Innovate. Experiment & Learn: Create an environment for employees and the organisation where the enterprise social network fosters experimentation to create new forms of value in work. Encourage sharing and solving challenges. Foster A Learning Community: An engaged and aligned community of employees working together for business goals is the greatest opportunity for value creation in organisations. Focus on how community accelerates value creation and the key roles required in any community. Understanding the roles of champions and leaders is critical. Discuss Value Creation: Social networking accelerates double loop learning. Discuss value creation in the network as the work conversations occur. Celebrate lessons and successes. Back innovations with corporate muscle. Use these new learning conversation to foster alignment with strategic goals and encourage people to find new personal value. If you would like to create greater value in your enterprise social network or discuss how the Value Maturity Model applies to assist your organisation to create strategic value, please get in contact. I am available through @simongterry or Linkedin or www.simonterry.com
Via juandoming, Jean-Pierre Blanger
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Rescooped by Jarkko Karjalainen from IT Governance Risks Compliance Security and Management
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Sample ITIL Service Catalogue documents | The IT Skeptic

Sample ITIL Service Catalogue documents | The IT Skeptic | Tabula Rasa | Scoop.it
“ FWIW, here are some sample ITIL service catalogue documents. They may not be flash but they are better than what you get in the ITIL V3 Service Design book.”
Via Dimonekene Ditutala
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Rescooped by Jarkko Karjalainen from IT | Service Desk | Desktop Support | Call Center | Performance Benchmarking
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Introduction to Service Desk Metrics | Definitions & Correlations

Introduction to Service Desk Metrics | Definitions & Correlations | Tabula Rasa | Scoop.it
“ An introductory guide to Service Desk Metrics including definitions, information on the importance of each metric & key correlations. Download now!”
Via MetricNet
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Rescooped by Jarkko Karjalainen from Big Data & Storytelling
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Key Concepts in Account Management!

This slide presentation was given by AH2 & Beyond Consulting and is for illustration purposes only to show how AH2 & Beyond Consulting can help facilitate these Key Concepts to Account Management in addition to helping you build/train your...
Via Carlo Arioli
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