Extreme Competition: Integrity—the Core Core Competency in the Age of Digital Transparency

Extreme Competition: Integrity—the Core Core Competency in the Age of Digital Transparency This month, Peter Fingar urges managers to adopt the self-discipline of the Samurai. The purpose of the exercise is to build and maintain integrity, which in turn will build trust—a key component in compelling employees to “opt-in” and voluntarily make a commitment to […]

Extreme Competition: A 21st Century Business Lexicon

Extreme Competition: A 21st Century Business Lexicon You may think you know the language of business, but, do you really? Since we are still using vocabulary that emerged out of the industrial revolution, Peter Fingar thinks it’s high time for an update. Here he provides a lexicon for the 21st century, from Affective Computing through […]

Extreme Competition: Agent-Oriented BPM (aoBPM) and a Confession

Extreme Competition: Agent-Oriented BPM (aoBPM) and a Confession Peter Fingar contends that intelligent agents are poised to transform the way we model the enterprise and build information systems. In the first part of this two-part Column, he explores the what and why of this advanced technology and the business and technical benefits and implications. In […]

Extreme Competition: Back to the Future of BPM—2012-A Very Special Year

Extreme Competition: Back to the Future of BPM—2012-A Very Special Year In this month’s Column, Peter Fingar provides a summary of the literature that influenced the BPM movement. He begins with the First Wave in the 1920’s and proceeds to the Second and Third Waves in the 1990’s and early 2000’s. We have entered the […]

Extreme Competition: Innovation Process

Extreme Competition: Innovation Process In these days of extreme competition, Peter Fingar urges BPM practitioners to think beyond the usual processes and to include innovation in the play book as well. In his Column this month, Peter provides a detailed discussion of how to execute and implement a sustainable innovation program in your organization.

Extreme Competition: An Architecture for Innovation

Extreme Competition: An Architecture for Innovation Peter Fingar asks, “How do you make innovation a repeatable and sustainable Process?” To achieve that end, he proposes that you develop an Innovation Architecture or operating environment just as you develop an Enterprise Architecture. He offers a high level illustration of an Innovation Architecture with guidelines to help […]

Extreme Competition: Call Your Broker – The Rise of Cloud Service Brokerages

Extreme Competition: Call Your Broker – The Rise of Cloud Service Brokerages Peter Fingar predicts that over the next few years, we will see some key trends developing that will change the IT services industry as a result of the emergence of cloud computing. Peter believes that companies will reach outside their internal IT departments […]

Extreme Competition: Consider Big Data the Most Important Thing for Business since the Internet

Extreme Competition: Consider Big Data the Most Important Thing for Business since the Internet No stranger to reporting on innovative ideas in business, this month Peter Fingar explores the meaning of and the implications for business of Big Data. He believes that Big Data is all about delivering new insights to decision makers. Historically, data […]

Extreme Competition: The Audacity of Innovation

Extreme Competition: The Audacity of Innovation Peter Fingar asserts that today’s reality is “innovate or die.” In his Column this month, he offers 21 perspectives and key variables to be included in the work of business innovation and challenges you to use the checklist to test your knowledge of what he describes as the new […]

Extreme Competition: Business Innovation Dogfight in the Cloud

Extreme Competition: Business Innovation Dogfight in the Cloud John R. Boyd, a U.S. Air Force fighter pilot trainer known as the “Father of the F-16,” was Peter Fingar’s inspiration for this Column. Boyd successfully trained his pilots to outmaneuver enemy pilots flying significantly superior aircraft. Peter suggests that by applying Boyd’s techniques, companies could outmaneuver […]

Share
Share