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Three Reasons Why You Need a Tech Consultant

Strategy Driven

You know you’re product inside and out, you’ve got a track record at driving through sales and you’re a great manager. In this blog we take a look at three reasons why you need to get a Technology Consulting Company on board and how they can help you. The only thing you’ll be limited by is your vision and your budget.

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How to Excel at Both Strategy and Execution

Harvard Business Review

Differentiation increasingly requires more innovative thinking, and the use of very specific areas of expertise (like Apple’s winning design, a capability that wouldn’t have been prioritized in most technology companies before Jobs). Leaders who master both strategy and execution start by building a bold but executable strategy.

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The Four Personas of the Next-Generation CIO

Harvard Business Review

Just as previous technology and business shifts have changed the role of the CIO, the new, more consumer-oriented business models of the social revolution will favor a new breed of business and technology leader. As overall business strategy planning ties closer to IT strategy, four personas of the next-generation CIO will emerge: 1.

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How to Compete When IT Is Abundant

Harvard Business Review

Carr predicted that an organization''s ability to compete through investing in information technology was about to change dramatically. The IT boom of the 1980s and early ''90s had brought information technology to the corporate masses, unleashing the first full-scale technology revolution in the enterprise.

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Is Your Company Actually Set Up to Support Your Strategy?

Harvard Business Review

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. Crucially, the operating model also must define ways of working and behaviors that actually bring your company’s strategy to life.

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How to Prioritize Your Company’s Projects

Harvard Business Review

The bank was using a project management tool, but the lack of discipline in keeping it up to date made it largely fruitless. Capacity, not strategy, was determining which projects launched and when. I have over 20 years of experience in prioritizing, selecting, and managing projects. The predicament is a typical one.

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How IBM's Sam Palmisano Redefined the Global Corporation

Harvard Business Review

Palmisano warned against prioritizing shareholders or other constituents, calling this "a false choice," and explaining that "Long-term management is a serious challenge in a world driven by short-term thinking. Palmisano believes the technology industry requires "a high-performance, in-your-face, speak-your-mind culture." Directness.