Nov 15
Boston doctors warm up to system that challenges their judgments in prescribing medication to patients
Computerworld – At Partners HealthCare System Inc., which includes some of Boston’s most prestigious teaching hospitals, a knowledge management system for physicians has reduced serious medication errors by 55%. John Glaser, CIO at Partners, has been at the helm of this effort for more than a decade, bringing just-in-time knowledge to bear on life-and-death decisions. In this month’s Harvard Business Review, he reports on progress and lessons learned with co-author Thomas H. Davenport, director of Accenture Ltd.’s Institute for Strategic Change in Cambridge, Mass. Computerworld’s Kathleen Melymuka, who first reported on the project a decade ago, spoke with Glaser recently to get an update about how the system is working.
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Nov 15
“Pabrik kecil terindah yang ingin Anda lihat” -Begitulah yang dideskripsikan sang pemilik, John Hazen White. Setelah beberapa menit meninggalkan Interstate 95 di Cranston, Pulau Rhode-sebuah pabrik kecil yang indah di Cranston?–di sebelah kiri Anda terlihat sebuah bangunan rendah dari bata merah; dari salah satu sudutnya terdapat menara jam empat tingkat. Selama bertahun-tahun jendela kaca memberikan kesan yang kosong; sekarang bagian muka jam-yang dipasang tahun 1994-sekali lagi berfungsi. Inilah perusahaan Taco, Inc.-sebuah perusahaan penghasil pompa dan katup, yang jadi bukti modal manusia.
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Nov 15
Artikel bagus diambil dari buku Intellectual Capital karangan Thomas A. Stewart. Bukunya sudah cukup lama tapi masih tetap direkomendasikan
Sebuah contoh bagus tentang bagaimana informasi berpindah dalam hierarki muncul di e-mail saya. Isinya adalah surat-menyurat antara seorang staf hotel di London dan salah satu tamunya. Para pembaca Fifth Discipline dari Peter Senge akan mengenalinya sebagai sebuah kasus Beer Game mengamuk.
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Nov 15
Mini case 1: The limitations of 100 case histories of industrial mergers (DaimlerChrysler)
In May 1998 the German concern, Daimler, merged with Chrysler, America’s third biggest automobile manufacturer. In September 1999, The Economists reported on the state of the marriage. Noting that the deal was ‘hailed as an inspiration, because of the neat fit of the firms’ products and markets’ and that the logic behind the merger was ‘as impeccable as ever’, the newspaper highlighted some Post-merger setbacks, including:
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Nov 14
Mini case 1 – Saatchi & Saatchi
In December 1994, as a result of sustained pressure from the principal shareholders, Maurice Saatchi was dismissed from his post as chairman of the company. Saatchi, a controversial figure, had founded and managed the firm. His dismissal was intended to prevent a further sharp fall in the company’s share prices, and it was greeted with initial enthusiasm.
However, the consequences were fatal. Maurice Saatchi quickly formed a new company, continued to trade under the name of Saatchi, and recruited many of the most creative employees from the old company. Owing to this enormous loss of intellectual capital, CORDIANT, the company which succeeded SAATCHI & SAATCHI, lost customer accounts worth over £50m. in a matter of weeks. The share price collapsed by a further third in the following six months.
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Nov 08
Shuffle Master, a casino equipment maker, found a quick way to get more from its customer relationship management and planning systems—and avoid a full-blown integration project.
When people talk about winning big in las vegas, they wish for Lady Luck on their shoulder, but Shuffle Master, the manufacturer of automatic shuffling machines and chip counting products, found her to be too flighty a companion.
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Nov 08
Ini merupakan “ritual” dalam membuat sesuatu, harus ada Hello World nya 😀