Business agility. Concept and framework. Guide

2019 ◽  
Keyword(s):  
Business Agility

scholarly journals Cloud Computing Strategy and Impact in Banking/Financial Services

2021 ◽  
Author(s):  
Prudhvi Parne
Keyword(s):  
Cloud Computing ◽  
Financial Services ◽  
New Technologies ◽  
Credit Unions ◽  
History Of Computing ◽  
Cloud Technology ◽  
The Past ◽  
Business Agility ◽  
History Of ◽  
Trustworthy Service

With recent advances in technology, internet has drastically changed the computing world from the concept of parallel computing to distributed computing to grid computing and now to cloud computing. The evolution of cloud computing over the past few years is potentially one of the major advances in the history of computing. Unfortunately, many banks are still hesitant to adopt cloud technology. New technologies such as cloud and AI will have the biggest impacts on the banking industry. For banks and credit unions wanting to achieve greater business agility, cloud technology enables organizations to respond instantly to changing market conditions, leveraging data and applied analytics to achieve customer experience and operational productivity benefits. As a result, cloud computing comes in to provide a solution to such challenges making banking a reliable and trustworthy service. This paper aims at cloud computing strategy, impact in banking and financial institutions and discusses the significant reliance of cloud computing.

Cloud Computing and Enterprise Migration Strategies

2013 ◽  
pp. 156-175
Author(s):  
Rosiah Ho
Keyword(s):  
Cloud Computing ◽  
Service Providers ◽  
Cloud Services ◽  
It Investments ◽  
Industrial Sectors ◽  
Business Agility ◽  
Migration Strategies ◽  
And Shifts ◽  
Capital Intensive ◽  
Computing Infrastructure

Cloud Computing is a prevalent issue for organizations nowadays. Different service providers are starting to roll out their Cloud services to organizations in both commercial and industrial sectors. As for an enterprise, the basic value proposition of Cloud Computing includes but not limit to the outsourcing of the in-house computing infrastructure without capitalizing their investment to build and maintain these infrastructures. Challenges have never been ceased for striking a balance between Cloud deployment and the need to meet the continual rise in demand for computing resources. It becomes a strategic tool to increase the competitive advantage and to survival in the market for an enterprise. To reconcile this conflict, IT leaders must find a new IT operating model which can enhance business agility, scalability, and shifts away from traditional capital-intensive IT investments.

Interoperable Process Engineering System for Collaborative Optimization of Product Life-Cycle

2014 ◽  
pp. 166-191 ◽  
Author(s):  
Alberto Armijo ◽  
Mikel Sorli
Keyword(s):  
Life Cycle ◽  
Information Systems ◽  
Data Management ◽  
Product Life Cycle ◽  
Process Management ◽  
Business Processes ◽  
Collaborative Optimization ◽  
Market Conditions ◽  
Product Life ◽  
Business Agility

Most of the industrial organizations, including SMEs, need to quickly react and adapt to the changing market conditions imposed by globalization, such as new sustainability directives or new type of customers. The fulfillment of these requirements on time is a must so as to remain competitive in the global markets. Since data management information systems are already present in almost all the corpus of industrial enterprises as custom developments or standard PLM solutions, the natural technical evolution that aims to provide an effective answer to these changing market conditions comprises the shifting from a data management perspective towards a process management view. Hence, the challenge is how to manage business processes that build upon existing information systems so as to encourage business agility, efficiency, and interoperability. The proposed approach roots on the Business Process Management (BPM) discipline and leverages process optimization through the systematic modeling and reengineering of business processes accompanied by supporting interoperable and configurable eco-services, which are conceived as sustainability-aware services designed to optimize some aspects of the product life-cycle through eco-constraints management.

Business Agility and Process Agility

2013 ◽  
pp. 1580-1598
Author(s):  
Giorgio Bruno
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Essential Feature ◽  
Great Influence ◽  
Proof Of Concept ◽  
Business Agility ◽  
Different Levels

Agility is an essential feature for SMEs and this chapter intends to examine if and how business processes, as currently understood, are able to promote it. Over the last years a number of viewpoints have emerged which exerted great influence on the design of notations and languages for business processes: the majority of them can be referred to as the centralized viewpoint, the role viewpoint, the conversational viewpoint, the case viewpoint and the cooperative one. These viewpoints provide different levels of agility and then beneficial results can be expected from their integration, which is the purpose of the proof-of-concept notation, AgileBPN, presented in this chapter. In AgileBPN, business processes are organized around conversations and role processes (encompassing the tasks pertaining to a given role); shared artifacts are represented as cooperative objects. The notation is illustrated with the help of an example referring to a business process meant to handle applications in a certain organization.

Introduction to This Book

2008 ◽  
pp. 1-8
Author(s):  
Amit Mitra ◽  
Amar Gupta
Keyword(s):  
Multiple Contexts ◽  
Business Agility

This chapter establishes the scope of this book, and introduces the business problem it is trying to solve. The chapter also introduces our approach to engineering business agility and integration by identifying components of knowledge which may be reused in multiple contexts.

Traditional and Internet EDI Adoption Barriers

2011 ◽  
pp. 1075-1081
Author(s):  
Albert L. Harris ◽  
Charlie Chen
Keyword(s):  
Business Processes ◽  
Research Question ◽  
Value Added ◽  
Poor Performance ◽  
Small Organizations ◽  
Business Agility ◽  
Early Adoption ◽  
Data Interchange ◽  
Open Standard ◽  
High Investment

Electronic data interchange (EDI) is a conduit to innovative ways of conducting e-business processes, as well as facilitating e-business applications and services. EDI is the electronic exchange of business documents using standardized document formats (Blackstone & Cox, 2004). Traditional EDI, based on proprietary value added networks (VANs), went through the early adoption stages in the 1990s (Clinkunbroomer, 1991; Premkumar, Ramamurthy, & Crum, 1997). Many factors caused the slow diffusion of the technology, including, but not limited to, high investment costs (Wilde, 1997), proprietary standards, poor integration capability with existing corporate systems, rigidity, poor scalability (Peters, 2000), poor performance in auditing trails, document certification needs, and the perceived need for hardcopies of the documents (Banerjee & Golhar, 1994). Despite these adoption obstacles, many large and small organizations have been leveraging the open architecture of the Internet to improve their agility and competitiveness. Unlike traditional EDI, Internet EDI adopts an open standard (extensive markup language or XML) and entails higher business agility by integrating the information systems of the business partners. Internet EDI is becoming an alternative to traditional EDI. Their natural differences pose an interesting, timely, relevant, and applicable research question: What would it take to accelerate the adoption of traditional and Internet EDI to support electronic business? This article proposes a theoretical framework based on Rogers’ (1983; 2004) innovation diffusion model and interorganizational theories. Major technological and managerial obstacles confronting widespread adoption of traditional EDI and Internet EDI are addressed. Future trends of these technologies are discussed as a conclusion.

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