Murilo Juchem

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http://hbr.org/2011/01/column-the-end-of-the-middle-manager/ar/1

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“No amount of organizational change can compensate for having the wrong people on the bus or in the wrong seats.”

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http://blogs.hbr.org/cs/2010/06/think_structure-last_not_struc.html

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http://blogs.hbr.org/kanter/2010/06/ten-essentials-for-getting-val.html

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“(…) the information you need to determine where and when is different from the information you need to determine why“

“First, simplify reporting systems. Make it easy to report where, when, and what went awry — in a few seconds, and certainly under a minute. Second, act on that information quickly.“

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http://blogs.harvardbusiness.org/now-new-next/2009/12/how-to-get-the-right-informati.html

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http://www.scottberkun.com/blog/2010/why-do-big-companies-suck/

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http://web.hbr.org/email/archive/dailystat.php?date=122109

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“I want to be big, but then run the company like it’s the corner grocery store.” — Jack Welch

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http://blogs.harvardbusiness.org/taylor/2009/11/sizing_up_jack_welch_is_too_bi.html

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“For years HR executives have implored their colleagues to become more business savvy. The mantra has been, ‘if you want a seat at the strategic table, you have to speak the language of business.’ ”

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http://blogs.harvardbusiness.org/financial-intelligence/2009/10/do-hr-managers-have-the-skills.html

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“Increasingly business applications are cementing organizations into high dependency relationships with their suppliers, bound by steep exit costs and vendor copyright control of the IP.”

“So, is there a point where enterprise IT organizations will start questioning the long term value they’re receiving from these business applications? If that starts to happen what they’ll rapidly realize is that the only sustainable long-term solution is to participate in the creation of collectively-owned business application assets.”

“The fact of the matter is that most enterprise IT organizations do not look at business applications through the lens of value chain system dependency. They look at it through the lens of mitigated custom development cost.”

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http://blogs.gartner.com/brian_prentice/2009/11/03/open-source-business-apps-is-there-a-disconnect/

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“Outsourcing creates at least an “arm’s length” relationship between the retained IT organization and outsourcing staff, many of whom used to be your employees. This creates a conundrum, as people are my most important asset, yet I no longer control that asset, its development nor its investments.”

“Retain the responsibilities that drive your enterprise economics and performance.  Responsibilities for deployment, benefits realization, business process management and others unique to your operations need to stay inside rather than moving to an outsourcer.  Outsourcers may provide the army to do the work, but you need to be the generals and officers directing their work.”

“Recognize that outsourcing economics derives from standardization and scale rather than customization and service.  Outsourcers value the interchangeability of skills as they can move those skills across accounts.”

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http://blogs.gartner.com/mark_mcdonald/2009/11/09/disposable-people-a-question-raised-in-cannes/

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