The Experts below are selected from a list of 78 Experts worldwide ranked by ideXlab platform
Robert De Winter - One of the best experts on this subject based on the ideXlab platform.
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Aligning Corporate Planning and BI: towards a combined maturity model
2010Co-Authors: Frederik Marx, Gerrit Lahrmann, Robert De WinterAbstract:Striving for Planning effectiveness and efficiency, Corporate Planning is subject to change. On the one hand, changed business requirements demand necessary adjustments. On the other hand, new Planning applications promise to facilitate Corporate Planning. To support an aligned development of Corporate Planning and business intelligence (BI), an integrated maturity model is needed. Such a maturity model not only supports the assessment of strengths and weaknesses of a companys own efforts, but also provides an outlook on future developments in both domains. As current Corporate Planning maturity models do not address BI and existing BI maturity models lack a Corporate Planning functional perspective, this paper presents an integrated Corporate Planning and BI maturity model.
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Aligning Corporate Planning and business intelligence: a combined maturity model
cersi.it, 2010Co-Authors: Frederik Marx, Gerrit Lahrmann, Robert De WinterAbstract:Striving for Planning effectiveness and efficiency, Corporate Planning is subject to change. On the one hand, changed business requirements demand nec- essary adjustments. On the other hand, new Planning applications promise to fa- cilitate Corporate Planning. To support an aligned development of Corporate plan- ning and business intelligence (BI), an integrated maturity model is needed. Such a maturity model not only supports the assessment of strengths and weaknesses of a company's own efforts, but also provides an outlook on future developments in both domains. As current Corporate Planning maturity models do not address BI and existing BI maturity models lack a Corporate Planning functional perspective, this paper presents an integrated Corporate Planning and BI maturity model.
J.k. Newton - One of the best experts on this subject based on the ideXlab platform.
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The Decision Support Role of Operational Research in Corporate Planning
Further Developments in Operational Research, 2014Co-Authors: J.k. NewtonAbstract:This paper provides an overview of the involvement between operational research and Corporate Planning from two angles. In the first instance the paper examines the traditional role of operational research in tactical Corporate Planning perceived from past experience. Comments are made on its validity, usefulness and potential as a vehicle for ongoing OR involvement. The second part of the paper defines a wider role for operational research in decision support systems for strategic decision making. The initial steps that have been taken in that direction are identified and theorists and practitioners are challenged to attack the fundamental issues facing strategic decision makers with new concepts in information modelling.
H.a. Linstone - One of the best experts on this subject based on the ideXlab platform.
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Corporate Planning forecasting and the long wave
Futures, 2002Co-Authors: H.a. LinstoneAbstract:Abstract Technology will play at least as vital a role in the 21st century as it did in the 20th. Therefore, it is important to address technology-related issues facing futures studies. My own two decades of experience in Corporate Planning and three in professional journal editing suggest a correlation of technological innovation clusters, Corporate Planning, and technological forecasting with the well known 50–60-year long wave cycles. We observe the knowledge consolidation associated with the fourth long wave upswing phase, as well as the creative destruction and knowledge innovation corresponding to the fourth downswing. Implications for planners in the approaching fifth long wave upswing are considered.
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Corporate Planning, forecasting, and the long wave
PICMET '01. Portland International Conference on Management of Engineering and Technology. Proceedings Vol.1: Book of Summaries (IEEE Cat. No.01CH3719, 2001Co-Authors: H.a. LinstoneAbstract:The author describes how his two decades of experience in Corporate Planning and three in professional journal editing suggest a correlation of technological innovation clusters, Corporate Planning and technological forecasting with the well-known 50 to 60 year-long wave cycles, i.e., the knowledge consolidation associated with the upswing phase and the creative destruction/knowledge innovation corresponding to the downswing phase of the 4/sup th/ long wave.
Frederik Marx - One of the best experts on this subject based on the ideXlab platform.
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Aligning Corporate Planning and BI: towards a combined maturity model
2010Co-Authors: Frederik Marx, Gerrit Lahrmann, Robert De WinterAbstract:Striving for Planning effectiveness and efficiency, Corporate Planning is subject to change. On the one hand, changed business requirements demand necessary adjustments. On the other hand, new Planning applications promise to facilitate Corporate Planning. To support an aligned development of Corporate Planning and business intelligence (BI), an integrated maturity model is needed. Such a maturity model not only supports the assessment of strengths and weaknesses of a companys own efforts, but also provides an outlook on future developments in both domains. As current Corporate Planning maturity models do not address BI and existing BI maturity models lack a Corporate Planning functional perspective, this paper presents an integrated Corporate Planning and BI maturity model.
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Aligning Corporate Planning and business intelligence: a combined maturity model
cersi.it, 2010Co-Authors: Frederik Marx, Gerrit Lahrmann, Robert De WinterAbstract:Striving for Planning effectiveness and efficiency, Corporate Planning is subject to change. On the one hand, changed business requirements demand nec- essary adjustments. On the other hand, new Planning applications promise to fa- cilitate Corporate Planning. To support an aligned development of Corporate plan- ning and business intelligence (BI), an integrated maturity model is needed. Such a maturity model not only supports the assessment of strengths and weaknesses of a company's own efforts, but also provides an outlook on future developments in both domains. As current Corporate Planning maturity models do not address BI and existing BI maturity models lack a Corporate Planning functional perspective, this paper presents an integrated Corporate Planning and BI maturity model.
Maik P Hamann - One of the best experts on this subject based on the ideXlab platform.
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towards a contingency theory of Corporate Planning a systematic literature review
Management Review Quarterly, 2017Co-Authors: Maik P HamannAbstract:A major research stream examines Corporate Planning in its context by drawing on the contingency approach, which forms a major theoretical basis for the fields of strategic management and management control. This research paper provides a comprehensive review of this research stream and identifies important contingency factors, recurring results, and commonalities with the theoretical basis of the contingency approach. It reviews 195 studies that investigate the context factors of Corporate Planning at the organizational level of analysis and were published in ranked academic journals since 1967. This review contributes three findings to a contingency theory of Corporate Planning. First, this research stream is highly fragmented, replication of findings is scarce, and the cumulative growth of knowledge is restricted. My review shows that 866 different causal models link 30 context factors and 54 design aspects of the Corporate Planning system, and yet 498 of these causal models are only addressed in one single study. Second, the majority of contingency studies employ the selection fit approach and cross-sectional data. The more rigorous tests of contingency hypotheses, interaction fit and system fit approaches based on longitudinal data, are relatively scarce. Third, this review highlights consistent results across divergent research settings and designs. Thus, it identifies four important context factors of a Corporate Planning system: (a) management and Planning philosophy, (b) organizational size, (c) environmental uncertainty, and (d) task interdependence. This comprehensive set of context factors facilitates the development of a more pronounced contingency theory of Corporate Planning.
