The value of enterprise resource planning (ERP) in business transformation and competitiveness has faded into the background as trends such as cloud computing increasingly gain traction, according to the leader of the Leading Edge Forum (LEF).
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As the global economy is recovers, pent-up business demand for new apps and market initiatives is driving server investments. Forrester finds that 25 percent of organisations expect server spend to grow by 5 percent to 10 percent, and 6 percent expect it to grow by 10 percent or more. And to reduce operating and capital costs, improve disaster recovery, and accelerate time-to-market for new apps, organisations are turning to server virtualisation.
But a new motivator to expand and improve the use of server virtualisation is bubbling to the surface: reducing energy consumption. Why? Forrester finds that there are three primary motivators:
At what point in a fledgling company's existence does purchasing an ERP system make financial, operational and technological sense?
It's a perplexing question that many small and midsize executives who dream of growing their companies face. It often occurs to them when they experience unprecedented growth or a regulatory disaster, and they soon realize that Excel spreadsheets and QuickBooks simply don't cut it for their businesses anymore.
No one has to remind CIOs just how bad the last 10 months have been: New data from CIO's exclusive survey of top IT executives shows that CIOs may have hit rock bottom with their budgeting and cost-cutting measures.
First, the bad news: Just 14 per cent of the 171 IT leaders who took part in the May 2009 "CIO Economic Impact Survey" expect IT budget increases in the near future, which is down from 20 per cent in a similar survey conducted in January, and 63 per cent in March 2008.
Call it the CIO's dilemma: As IT leaders cut budgets in response to rising economic pressures, some find they must also deal with a spike in demand for IT services by their end users.
It’s not just you! It really is getting harder to outpace the other guys. Our recent research finds that since the mid-1990s, which marked the mainstream adoption of the internet and commercial enterprise software, competition within the US economy has accelerated to unprecedented levels. There are a number of possible reasons for this quickening, including merger and acquisition activity, the opening up of global markets, along with companies continuing R&D efforts. However, we found that a central catalyst in this shift is the massive increase in the power of IT investments.
To better understand when and where IT confers competitive advantage in today’s economy, we studied all publicly traded US companies in all industries from the 1960s through to 2005, looking at relevant performance indicators from each (including sales, earnings, profitability and market capitalisation) and found some striking patterns: Since the mid-1990s, a new competitive dynamic has emerged — greater gaps between the leaders and laggards in an industry, more concentrated with winner-take-all markets, and more churn among rivals in a sector. Strikingly, this pattern closely matches the turbulent “creative destruction” mode of capitalism that was first predicted more than 60 years ago by economist Joseph Schumpeter. This accelerated competition has coincided with a sharp increase in the quantity and quality of IT investments, as more organisations have moved to bolster (or altogether replace) their existing operating models using the internet and enterprise software. Tellingly, the changes in competitive dynamics are most apparent in precisely those sectors that have spent the most on information technology, even when we controlled for other factors.
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Future Group, a major player in India’s retail sector, was looking to be more competitive wish faster time to market and better security. This case study outlines: •How they achieved solid security in the complex management of a huge number of desktops •Which benefits they received, the hardware and storage used as well as the applications delivered •Gave back control to the company, reducing IT costs and maximising end-user experience for all