Strategy
Intro
Strategy
Project / / /
Nearshore
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[ APRIL 2010 / COMPETITIVE INTELLIGENCE ]
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‘Cover Magazine’ strategy
[ Eddy Vermeire, CEO ] As a freshly installed management team, we started to discuss our company strategy autumn 2009. In the so-called ‘Cover Magazine’ strategy workshops,
we defined the ‘fir rosu / rode draad’ of our
3.0 strategy.
Defining the near in nearshore
Looking forward with
Competitive Intelligence
In this first issue, we share with you a short analysis of trends and clarify our vision and related strategic choices. Of course, we are eager to let you participate in these thoughts.
The world economy is recovering from financial disaster and it will be under repair for a long time. Competition in most markets will be though and corporate agility and responsiveness will be decisive factors for further revenue growth and sustainable profits and yes this sounds odd –- volatility leads to agility and responsiveness which will bring in the end sustainability. In our opinion, these global forces will also lead to a continuous bundling and unbundling of activities leading to new organizations and/or virtual communities.
Due to these trends, the main business priorities as indicated by independent surveys are:
Attract and tighten customer relations and business networks: think responsiveness in (community) strategies;
Managing and leverage of capital & assets: including information and knowledge;
Improvement of business processes: think straight through processing in business network, unbundling production and delivery. From an organizational perspective but certainly related to the increasing business pressure, we see IT departments shifting to a role of IT leadership driving continuous business/IT alignment and focusing on managing partnerships instead of executing projects.
In our vision, responsiveness can only be accomplished within so-called trusted partnerships, especially when talking about such things as the business priorities mentioned above.
And that'’s why our near in nearshore is not only about geography but even more about connected attitude, connected people, connected culture and connected ambitions. As a European company, ISDC has the ambition to really connect to customers and their business with focus on agile solutions for mid and front office. We will even further specialize on our core technology line Java, Microsoft and Oracle and focus more on solutions for application modernization and integration and Business Intelligence, helping our customers to be responsive and agile!
Companies have been using business intelligence systems to improve decision making for decades, targeting the delivery of the right information at the right time. But it’'s the turbulent last years that made competitive intelligence essential.
Early signal analysis on selected intelligence leads to strategic actions based on insights. The win is agility in relation to the changing market and improved customer relationships as a result of a customer-focused organization.
Moving from Business Intelligence to Competitive Intelligence requires understanding the market and corporate environment, having sponsorship on the business side and mitigating risks by excellent technical and functional expertise.
Strategy
[ APRIL 2010 / COMPETITIVE INTELLIGENCE ]