Stories by News

SSA acquires Elevon

SSA Global Technologies has completed its acquisition of Elevon, a global provider of advanced e-business and collaborative commerce solutions for medium and large-sized customers.
Pursuant to this transaction, SSA GT has acquired 100 percent ownership of Elevon for an aggregate price of approximately US$20,466,458 in cash.

Written by News13 Sept. 03 22:00

SSA acquires Ironside Technologies

SSA Global Technologies has announced acquired Ironside Technologies, a leader in business-to-business electronic commerce solutions for the manufacturing and distribution markets.
The company's proven sell-side and buy-side e-commerce solutions will extend and strengthen SSA's existing product portfolio and become important components of its customer relationship and supplier relationship strategies.

Written by News13 Sept. 03 22:00

We can do better

HUMAN RESOURCES New Zealand people management practice rates a B minus, says Watson Wyatt New Zealand managing director Paul Loof. However, the real story in the HCI (Watson Wyatt Human Capital Index) survey is in the detail. “New Zealand seems to have some real strengths and some weaknesses,” says Loof.
The Asia-Pacific HCI survey includes 20 New Zealand publicly traded companies (including more than 25% of the NZSE40) among 500-plus companies in the Asia-Pacific region.

Written by News30 March 03 22:00

Telco spending set to take off

Despite recent troubles plaguing the telecommunications industry, including bankruptcies, plummeting valuations, and deep cuts in capital expenditures, there is finally some light at the end of the tunnel.
IDC’s newly launched research service, Worldwide Telecom Black Book, says worldwide spending on telecommunications services will exceed $US1.2 trillion in 2003.

Written by News16 Nov. 02 22:00

Manufacturers expect IT budgets to rise

Manufacturers in New Zealand and Australia are planning to ramp up their investments in information technology in the coming year. A sample taken from a global survey of 530 manufacturers across 40 countries revealed that 38 per cent of ANZ manufacturers plan to deploy e-commerce solutions and almost another 27 per cent are planning customer relationship management projects in the coming year.
The Global Manufacturing Survey 2002, sponsored by manufacturing IT vendor, SSA Global Technologies, showed that 56 per cent of CIOs worldwide expect to have bigger budgets next financial year. Findings in ANZ were even more positive, with 62 per cent of senior IT managers who responded expecting budget increases. Conversely, only one in eight ANZ manufacturers anticipate a contraction.

Written by News16 Nov. 02 22:00

An open-source world

If Care had any lingering doubts about Linux, they were dispelled when he paid a visit to the LinuxWorld conference in the US a few months ago. Among other things, he found American and European companies had been using Linux on mainstream systems — “platforms, applications, what you will” — for a number of years, “so it was quite reassuring to see that we were behind that first wave, knowing what other people had gone through. But considering the potential it has to be a disruptive technology, it’s actually gone quite smoothly. The kind of case studies that went up, the likes of Amazon and others out there, it’s amazing, for an IT technology, how easily and smoothly and relatively cost-effectively Linux went in”.
It was also reassuring, he says, to find that a company like Sun Microsystems, with its vast commitment to Solaris and Sparc, was there and supporting Linux — even providing a keynote address — after having roundly slated it a few years before.

Written by News03 Nov. 02 22:00

Deadlines? Arrghh!

STRESS Feeling stressed out by project deadlines? You’re not alone. Two recent US surveys of business executives and senior managers have outlined and evaluated the top 20 causes of work-related stress. Two groups of 300 CIOs, CEOs and other executives surveyed by the Net Future Institute in January said deadlines were the number-one cause of personal and interpersonal office anxiety. Other big stress inducers include budget constraints, co-worker conflicts and job security (or lack thereof).
“Deadlines are ubiquitous,” explains Chuck Martin, chairman and CEO of the institute, a New Hampshire-based think tank that identifies and analyses business management and IT trends. “Nearly every executive at every level of every organisation deals with them.”
According to Martin, some survey participants say a certain level of stress in the office can be a positive motivating factor, as it keeps people alert. On the other hand, too much stress can be debilitating.
Respondents also listed email overload, performance expectations, poor organisational communication, political stress and the impact of layoffs as some of the other factors that raise their stress level. Bad lighting and other environmental issues, as well as pressure from direct reports, caused the least amount of workplace anxiety.
For more information on the survey’s results, see

Written by News31 Aug. 02 22:00

Don't forget the people

CHANGE MANAGEMENT Mergers and major integration projects all involve change, and few things are scarier than change. To smooth the way and simplify the merger process, effective change management leadership needs to focus on basic human principles. The co-operation and participation of those most deeply affected by change can make or break the effort.
Accenture has devised a leadership model for change management through mergers called its Journey Framework. The framework divides the management issues and essential tasks relating to mergers and major integration initiatives into four quadrants or categories. The categories are divided along two thematic axes. The supply and demand axis encompasses programmes that generate change from the outside and programmes that create a desire or need for change in the workforce. The macro and micro axis covers the large scale from enterprisewide programmes down to those that affect each individual.
Toward the macro and supply side of the quadrant, planning and navigating change are the main priorities. Change should be managed so that it is a gradual process of sequential steps, rather than one sweeping event. Also, in the macro view but on the demand side of the chain, IT leadership must provide and support strong sponsorship for specific projects and overall initiatives.
At the micro view on the supply side, key tasks centre around supporting staff with the right content, training and performance. If the manner in which they do their job is changing, they must have senior management support. On the demand side, helping staff own the changes through constant communication gives them greater confidence in corporate goals.

Written by News31 Aug. 02 22:00