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Category: Information Supply Chain

What if you could define and measure Business Transformation?

Why Business Transformation is Difficult What does Business Transformation look like?  Furthermore, what does the journey to a transformed business look like?  How do you measure success; how do you know you ‘got there’? These questions are fundamental yet incredibly challenging to answer in business terms.  As a result, the journey to Business Transformation is […]

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Would eliminating Information Waste change your Business?

What’s Information Waste? How much is Information Waste costing your business?  It might help to first define Information Waste:  Information waste: resources that are being applied to low-value activities These examples will help to illustrate that definition: Information Supply Chains that support no Business Outcome– “we process this information because that’s what we’ve always done” […]

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Partnership to help New Zealand businesses transform

Wellington software start-up LINQ and IT consultancy Equinox IT have joined forces in a consulting partnership to help New Zealand businesses successfully transform. Equinox IT will use the LINQ platform to help its New Zealand consulting clients model and manage the various ‘Information Supply Chains’ that operate across their organisations. LINQ CEO, Stew Darling, says the […]

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Innovation by design – Kill the Chicken Pt III

If innovation happens at all within an organisation, it is frequently a fluke or part of a skunkworks project.  Commentators like Steve Blank suggest that while Skunkworks projects epitomise innovation by exception; to survive, organisations need innovation by design. In my previous posts (‘Kill the Chicken’ and ‘Kill the Chicken 2’ )  I spent some time […]

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Kill the chicken – Part 2

In my last post I talked about the lack of innovation within most organisations and how a combination of our education system and organisational culture have created this ‘Kill the Chicken’ environment. Comfort is the enemy of innovation.  Whatever other elements might come into play, why would you move from a status quo of low-risk […]

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