I’ve taken the time to create a summary of the Shift Index as a handful of slides, and dropped the slides into SlideShare.
The question we asked ourselves when pulling the Shift Index together:
The world is changing faster than ever. However, we can only respond to and manage a change if we can measure and understand it. If we want to respond as a community, then we need to find a way to quantify the change. We need to ask ourselves whether the perceived change is real, and if it is, how we can capitalise on it.
is fairly straightforward, but the index is a sprawling beast.
The slides break this down into a few points:
- Business is more intense.
- The balance of power is changing
- Adapt or die
and ties this back to the evidence from the Shift Index.
I’ve put a slide overview of the book up on slideshare. Or you can look at the embedded version below.
I’ve uploaded another presentation to SlideShare. (Still trying to work through the backlog.) This is something that I had been doing logistics companies and a few public forums, such as The Open Group.
How real-time computing will transform supply chain decision-making
This presentation will provide a plain-English account of how real-time computing will transform supply chain decision-making and control. Peter Evans-Greenwood will illustrate the emerging leading practices with lessons learned from case studies, featuring clients across the globe.
The biggest challenge for today’s supply chains is to be adaptive. While tremendous gains have been made over the last thirty years, today’s applications are not as flexible as promised. New tools and techniques are required to capture and automate the non-linear, exception-rich, business logic that we currently rely on employees to deliver. Extending the technology stack will allow us to leverage the higher capacity of technology to deliver globally optimal solutions and to introduce innovations such as the moving warehouse into all our supply chains.
I’ve uploaded another presentation to SlideShare. (Still trying to work through the backlog.) This is something that I had been doing for banks and insurance companies as part of their “thought leadership” sessions.
A new company enters the market in late 2008, LGM Wealth Management, who have found a new way of spinning existing solutions and technologies to provide it with capabilities an order of magnitude better than anyone else.
- Time to Revenue < 5 days
- Cost to Serve < ½ industry average
- New Product Introduction < 5 days
- Infinite customization
How do you react?
Note: Updated with the slides and script from 2011’s lecture.
Is Enterprise Architecture in danger of becoming irrelevant? And if so, what can we do about it?
Presented as part of RMIT’s Master of Technology (Enterprise Architecture) course.
The Value of Enterprise Architecture