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Synchronous change in business and IT Managing a transparent enterprise: changing
your business or changing IT? Stewart Clements and Pierre Puts
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It used to be the CFO or corporate controller who faced the challenge of making sense of the aggregated figures of a big corporate made up of hundreds of multinational reporting entities. Financial rigour and the financial authorities’ reporting requirements left limited room for manoeuvre. The paradigm shift of the past 10 years has now made this a challenge for many disciplines at multiple levels of an organisation. As businesses go global, or at least regional, the management challenges multiply and demand different and more information-intensive approaches. It is no longer solely the realm of the CFO and his group of consolidation experts; it is now a requirement of, and demand from, the real business managers who have to find ways to manage a truly global operation. Management challenges These managers are not usually members of the CXO elite but can be found in many different positions, such as marketing managers, brand managers, product managers or customer managers. Imagine the challenge of managing a premium global brand across, say, 100 countries with very different opinions on what brand management actually entails, let alone inconsistent and elusive management information. |
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International Consultants' Guide May 2001
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Data
Warehousing & Business Intelligence