Professor Stijn Viaene elaborates on recent case based research into what makes project managers involved into Business Analytics projects successful. The major finding is that these project managers tend to focus on the execution part of the project...
This case presents the approach taken by ING Belgium’s Marketing department to build operational and analytical competency with the ambition of playing a leading role in the strategic transformation of the business. Students are invited to evaluate the bank’s achievements up to the time this case was written and to discuss the issues and challenges facing this ambitious Marketing department.
Managers have used Business Analytics (BA) – which is a subset of business intelligence (BI) – to inform their decision making for years. Recent studies point to its growing importance, not only in analyzing past performance but also in identifying opportunities to improve future performance. As business environments become more complex and competitive, managers need to be able to detect – or, even better – predict trends and respond to them early. Companies are giving business analytics increasingly high priority in hopes of gaining an edge on their competitors.
In 2003, Rob Carter, CIO of international express courier FedEx, launched the 'Six by Six' (6x6) IT transformation program: a major rationalization and centralization effort to improve FedEx's IT service delivery to its business partners. This teaching case deals with the 6x6 efforts made by the IT department for Europe, Middle East, Indian sub-continent and Africa (EMEA). The case focuses on two objectives of the 6x6 program: (a) creating a consistent IT environment, and (b) increasing delivery bandwidth to the business.
Focus on the process – rather than on the product – is what sets business processes (BPs) apart from most other management techniques. Anna Sidorova (College of Business, University of North Texas) and Oyku Isik (Operations and Technology Management, Vlerick Leuven Gent Management School) have studied academic research literature to find out which aspects of BPs have been studied so far, by which academic disciplines, and in relation to which other organisational activities, if any. There findings are available here on Vlerick Knowledge!
Six years of intensive research on the strategic positioning and current and future challenges of Business Process Management, led by Vlerick Leuven Gent Management School in collaboration with its business partner MÖBIUS and the member companies of the BPM Network led to some useful insights. Adopting a process orientation means putting a vision into practice by making and committing to deliberate choices for organising and executing work. In order for Business Process Management (BPM) to be able to help businesses looking for an new vision and new ways to manage an ever more complex business context, BPM needs to evolve from a mere methodology (being a stepwise, structured approach to improving business processes – often synonymous for making them more efficient) into a holistic management discipline that takes an integrated approach to the organisation and its business as a whole.
Podcast IT & Business Process Management Listen to our podcast with topics in the management domain IT and Business Process Management. Learn more about trends in IT, Enterprise 2.0, IT tools developed by Vlerick researchers, business games and ...
LinkedIn, Facebook, Twitter, mashups, blogs... Web 2.0 technology facilitates and encourages online collaboration and knowledge-sharing. Inherently social and collaborative, web 2.0 has tremendous potential to support and drive the innovation process. Researchers from Vlerick Leuven Gent Management School joined forces with Flanders DC to identify the prerequisites for success.
It is an accepted fact that business and IT are not always on the same wavelength. However, a recent study by Vlerick Leuven Gent Management School and Deloitte shows that, in some companies, the crisis is compelling IT and business leaders and their staffs to team up with each other more effectively.
Web 2.0 has been much more profound in its impact on China than on any other country. China is in the midst of a radical transformation that has-thus far-not been well understood, especially by foreigners. Interconnection and collaboration among Chinese citizens using Web 2.0 is real and massive, and the level of connectivity is staggering. The mobilization of public opinion has caused a new social order in China.