Research
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Transformational IT
Articles featured in this issue
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to download the issue.Tutorial: Transforming Processes in the Financial Services Industry
By Dayasindhu Nagarajan and Sheshadri Chakravarthi
Twenty percent of financial services enterprises use business process outsourcing (BPO). However BPO needs to go beyond just cost management and reduction. Business process management (BPM) offers organizations the ability to manage processes to create flexible capacity and to manage costs without compromising the control environment. Enterprises therefore in the financial services industry need to view process outsourcing from the BPM lens rather than from the BPO lens.
Perspective: A Vision for Business Transformation
By George Eby Mathew and Joseph Shields
The premise that organizations need to evolve emerges from the fact that change is inevitable. Though IT is a key enabler in the transformation process, IT alone cannot bring about the necessary change in business effectiveness. Changing organizations need a strong business model, defined business processes that are increasingly flexible, and an organization structure that supports change in addition to the right use of technology.
Vertical view: Operational Effectiveness for Banks: A Snapshot
By Yashesh Kampani, Guillermo Falco and Kalyan Chakravarthy
Tremendous pressure on banks due to increased competition, changes in customer behavior and tight regulatory controls has made it imperative for them to enhance operational effectiveness by improving cost efficiencies and service revenues. Utilizing IT driven levers, banks can reduce non-interest expenses and increase revenues. However, they have to keep in mind the current business and IT environment, risk appetite, resources and managerial abilities of the bank.
Case: How Plasma Therapeutics Transforms Drug Discovery
By Anirban Ghosh and Thillai Rajan Annamalai
Pharmaceutical research being a knowledge intensive process, harnessing the intellectual assets that exist within the company is critical to driving business benefits. As a venture funded start up, Plasma Therapeutics Inc. (PTI) did not have large funds that large global conglomerates - who spend up to 14 percent of their sales in R&D - have. PTI's board saw IT driving efficiency and productivity thereby meeting business targets faster and better with fewer resources.
Practitioner's view: What Does it Mean to Integrate a Multinational Corporation, Technically
By Srinivas Kamadi, Deepak Raj and Kuldeepak Angrish
In real world client scenarios it is not uncommon to find companies building a number of point-to-point interfaces resulting in an application spaghetti which increases the cost of maintenance and ownership. Resolving the "application spaghetti" issue may not lend enough motivation for simpler and cost effective interfaces. At Global Sports Company (GSC), there were a number of reasons including the need to move away from dealing with integration issues at an application or project level to looking at increased reuse and reduced cost of integration.
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