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The Secrets to Building a Wildly Profitable Organization

Strategy Driven

It all boiled down to the fact that one CEO knew how to create and leverage a talent-centric organization (TCO). You can have the same success with your company by learning these five secrets to building a wildly profitable organization (hint: they all build a TCO, too).

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Complimentary Resource – The Truth About Mobile Business Intelligence: Five Common Myths Debunked

Strategy Driven

In fact, companies that choose the right solution, with the right capabilities, will realize low TCO and rapid ROI, while empowering their mobile users with the ability to access and interact with timely, complete corporate information from any smartphone or tablet. The Truth About Mobile Business Intelligence : Five Common Myths Debunked by Information Builders, Inc.

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A Better Metric for the Value of a Worker Training Program

Harvard Business Review

We need to adopt something similar to a “total cost of ownership” (TCO) analysis. Now common in industry, TCO considers both direct and indirect costs over time. Applying a form of TCO to workforce programs makes sense because, instead of concentrating on inputs (in the form of spending), this approach emphasizes outcomes (in the form of long-term results). Generation is also developing tools to improve data collection and management.

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How I Learned the Hard Way That Aging Technology Is Expensive

Harvard Business Review

Then the family's CFO, my wife, who also happens to be a CPA, demanded to know their TCO. These are things the CIO should be doing all the time, because existing systems can become obsolete almost overnight as new technologies arrive, affecting wide sets of interconnected processes — think of the legacy technologies that became redundant once supply-chain managers could access enterprise applications on their smart phones. IT management

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Procurement's Best-Priced Deal May Stifle Innovation

Harvard Business Review

Every single innovation conversation I've had recently with business unit leaders, product managers and/or marketing executives invariably focuses on the importance of partnership and collaboration with their best suppliers and vendors. Procurement couldn't help but manage its selection criteria differently if it operationally lived with the knowledge that getting the best-priced deal was no longer good enough.