Technology Accenture IT Strategy and Transformation Services: Maximizing the Value of IT for Today and Tomorrow IT leaders face a formidable challenge: meeting their organizations’ high expectations of IT services while controlling costs and preparing IT to meet the future needs of the business. Amidst increasing globalization and the ever-evolving and complex business and technology landscapes, organizations expect their IT leaders to make strategic investments that will support business
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Assignment 3 Kendall Nelson 1) What does the position of enterprise architect entail? What qualifications or experiences would you think a good enterprise architect should have? Support your answer with examples from the case. As the case stated, enterprise architects need to be able to create unity. They must be able to have a broad look on situations, as well as be able to take a close up view and individual issues. A good skill to have is to be able to step back and take a look
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Case 06-4: Fast Car, Inc. In June 2008, the FASB issued FASB Statement 167, Amendments to FASB Interpretation No. 46(R) (Statement 167), which is effective as of the beginning of each reporting entity’s first annual reporting period that begins after November 15, 2009. Statement 167 amends Interpretation 46(R) to require an enterprise to perform a qualitative analysis (eliminates quantitative analysis) to determine whether the enterprise’s variable interest or interests give it a controlling financial
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Kirkman Company Case Context Last year Kirkman Company determined a new direction for the future: ‘Co-creating social Enterprises’. From being a management consulting firm focusing specifically on strategic sourcing (what can you do yourself (Make), what can you outsource (Buy) and can you do in partnerships (Ally)), Kirkman shifts towards an orientation of helping clients become more social and inclusive. With this new vision and strategy Kirkman seeks to support its clients in realizing sustainable
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Enterprise Architecture Program Key Initiative Overview ® Enterprise Architecture Program Key Initiative Overview Richard Buchanan Research Managing Vice President This overview provides a high-level description of the Enterprise Architecture Program Key Initiative. IT leaders can use this guide to understand what they need to do to prepare for this initiative. Analysis Enterprise architecture (EA) is a strategic planning process that translates an enterprise’s business vision
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Case Analysis on Playboy Enterprises Playboy Enterprises was founded in 1953 by Hugh Hefner to manage the publication and distribution of the Playboy magazine. The company has experienced tremendous growth since its inception and currently boasts of three segments: 1). Publishing-which is in charge of the business aspect of the Playboy magazine, 2). Entertainment- which manages the electronic assets of Playboy Enterprises. This includes the open source software, the Spice Network, the playboy
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PSC 335 – East Asian Governments and Politics Term Paper April 30, 2015 Social Enterprises in China’s Modern Society Introduction The concept of social enterprises has been in existence and well adapted around the world for several decades. However, it was not until 2004 that social enterprise theory finally made its debut introduction in China’s society (FYSE 4). Over the following years, social entrepreneurship has gradually made its presence more apparent via direct contribution to the
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21 principles of enterprise architecture for the financial sector Thiago Souza Mendes Guimarães (tmendesg@br.ibm.com ) IT Architect IBM China 20 November 2012 The article lists the most relevant architectural principles for an IT department to follow in the financial market, with details about each principle. These principles are essential for an IT department to take on a strategic role in the company and to indicate actual value generation in IT decisions within an environment where
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Case Analysis: PatientsLikeMe Background: Launched in 2005, PatientsLikeMe (PLM) is an online network that “was founded on the idea that crowd-sourcing patient health data would lead to research breakthroughs” (Gupta, 5). As stated in the case, PLM has 15 patient communities where over 80,000 patients discuss 19 diseases such as ALS and epilepsy. With revenues of over 8 million dollars, the founders have positioned PLM as an “open medical framework” and a “large-scale research project” as opposed
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information on most social enterprises (as is the case with publically-traded firms, for example), and one can understand why few empirical studies on social entrepreneurship have gone beyond case studies. This is evidenced by a recent study by Short, Moss & Lumpkin (2009) which found only 16 papers published on the topic which utilized quantitative methods and most of those employed only descriptive statistics (e.g. means, medians, ranges). While theoretical pieces and case studies have added significantly
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