What drives public sector IT buyers?

IDC has authored an interesting article on the buying drivers of public sector IT decision makers.  In their summary they state:

!Western European governments have entered a time of structural volatility that will prompt IT and non-IT executives to look for a better balance between the low cost of ownership of IT solutions at a time of severe budget constraints and the ability to deliver value to business-specific processes and programs. It is in these situations that more detailed segmentations can help ICT suppliers differentiate their go-to-market strategies to gain market share."

Visit the site here: http://www.idc-gi.com/getdoc.jsp?containerId=GIPP03V

Another Blue Ocean Example

It's great to see business people turning business management concepts into reality.

In this case Executive Vice-Chairman A. Vellayan of the Murugappa Group happened upon the Blue Ocean book and tit caught his imagination.  As the head of strategy for the group he decided to put some of the concepts into practice.

A great story!

Read it here.

I.

http://www.thehindubusinessline.com/companies/how-a-blue-ocean-strategy-helped-the-murugappa-group/article4341023.ece

10 Colors That Increase Sales, and Why | Business 2 Community

10 Colors That Increase Sales, and Why | Business 2 Community:

I really like this article.  Any marketer needs to know how colour impacts on readers and Brian tells this story very well.

Enjoy!

I.

BIG TALENT: THE NEXT BIG STEP IN TALENT AGILITY (White Paper)

‘Big Data’ is the latest buzzword in IT. It suggests a collection of data so large and complex that it becomes difficult if not impossible to process using traditional database management tools and applications.  So-called ‘big data’ is the consequence of massive data growth resulting from the globalization of data through the Internet and the paucity of data now being made available via the Internet.  It is both an opportunity and a challenge:

• An opportunity because it has the potential to be a source of fresh insights that individuals and organizations have never been able to source by themselves (perhaps due to the economic costs of data acquisition or simply because they've not previously had access to the data assets). Much of the value of big data comes from harvesting insights that are either richer in quality or content as the result of their source, or are valuable when other ingredients are added.  For example, traffic information can be made more useful when aggregated with road works plans and the movements of major logistics and trucking companies.  This single page view of multiple data-sets builds a richer, more complete perspective on a topic.
• A challenge because big data exists beyond the boundaries of the enterprise and therefore the traditional tools and methods used to manage the security, governance, processing and analysis of small amounts of data simply don’t serve the new needs.

So what lessons can the talent management sector learn from the BIG DATA paradigm – what does it mean to HR strategists, and why do we think at the Workspend Institute that BIG TALENT is the next big step in talent agility?

In this White Paper sponsored by the Workspend Institute, and co-authored with Manoj Agarwal, President  and CEO of US Tech Solutions Inc., we debate the next big trend in workforce agility.

I hope you find it insightful!

I.

White Paper 'BIG TALENT' Manoj Agarwal and Ian Tomlin, The Workspend Institute

If you think you're facing a skills shortage now...

THURSDAY, 27 DECEMBER 2012

If you think  the recruitment industry is facing challenging times sourcing best-fit talent in in 2012, according to McKinsey the global skills shortage is about to take a turn for the worse.

New research from the McKinsey Global Institute (MGI) suggests that by 2020, the world could have 40 million too few college-educated workers and that developing economies may face a shortfall of 45 million workers with secondary-school educations and vocational training. In advanced economies, up to 95 million workers could lack the skills needed for employment.

Read the full report here:

http://www.mckinseyquarterly.com/Talent_tensions_ahead_A_CEO_briefing_3033