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  • ZyncroBlog 9:51 am on March 30, 2012 Permalink | Reply
    Tags: , ICT, movilforum, Pablo Fuentes,   

    Zyncro starts its partnership with Telefónica through movilforum 

    Estimated reading time: 4 minutes

    movilforumWe’re delighted to announce that as of today Zyncro is part of movilforum, the Telefónica Partners Program, which aims to offer its customers the best IT solutions on the market.

    What is movilforum?

    Its origins dating back almost ten years ago, movilforum started as one of the first technology forums lead by a telecommunications operator.

    Currently, the movilforum community is made of the main technology partners of the ICT world (software, terminal manufacturers…) and more than 120 participating companies (only in Spain), as well as thousands of associates.

    This initiative has been successfully reproduced in Latin America, where Telefónica operates in 13 countries, and is taking its first steps to implement it on European soil where Telefónica is present as Telefónica O2.

    The goal of movilforum is to identify the best developers to give them all the resources they need for product and business development.

    Zyncro and Telefónica

    Zyncro and Telefónica share the same vision of business and innovation, both in the ICT sector in general and how new technology solutions should mean an increase in business productivity, an improvement in business strategies and complete engagement of all members of the organization.

    Like many of you who follow this ZyncroBlog already know, thanks to this shared vision is our regular collaboration with Pablo Fuentes (internal communication manager at Telefónica Latin America), whose Spanish-language blog Relatos Corporativos explains the importance of positive communication flow in the company, especially at internal level.

    For this and many other shared reasons, Zyncro and Telefónica have taken a step forward and strengthened their relationship as strategic partners through the movilforum program, in which Zyncro joins the Products and Services Catalog and will be backed up by the sales power of Telefónica.

    We’re convinced that this alliance as strategic partners with Telefónica and their technology environment will help Zyncro take another step forward in the industry and consolidate itself as leader in the enterprise social networks sector.

     

     
  • Xavi Gracia 9:50 am on October 27, 2011 Permalink | Reply
    Tags: , ICT, ,   

    The CIO can also generate income 

    Estimated reading time: 3 minutes

    We find ourselves in an extremely complicated environment where meeting objectives and keeping within the budget is very difficult.

    IT departments are under pressure to reduce costs and focus on showing the ROI on projects that are being carried out.  In this sense, things are being done well and a focus is being put on what is necessary like the rationalization of the technology in many companies that have been victims of the excesses that were the norm in “fat cat” times.

    But is focusing on this enough?

    My understanding would be NO.

    The CIO can and should contribute towards increasing sales by aligning IT with the business strategy and if the organisation allows it, by designing the company’s strategic plan, bearing the advantages that IT can bring in mind.

    The majority of IT departments have overcome the challenge of internal customer (“the users“) focus with flying colours, but now it is time to focus on the customers that deliver our daily bread: sales!

    At the start of any project, the technology should be selected or prioritised in the systems plan and we should concentrate on what it can contribute in order to maximise sales.

    • Develop new distribution channels
    • Create new products / services
    • Business intelligence
    • Getting to know the client, segmentation
    • Value-added services
    • Loyalty

    It’s really not that difficult, it’s just a matter of thought; a mini project that can maximize sales, working with the Sales and Marketing area from the outset, putting it into practice, measuring results. By doing this, we can ensure that IT becomes an income generator.

     

     
  • Xavi Gracia 10:00 am on September 15, 2011 Permalink | Reply
    Tags: BPM, , , ICT, , SAP, SCM,   

    IS/IT, ICT, CRM, ERP, BI, Web 2.0… the key to success lies in their use 

    Estimated reading time: 3 minutes

    Do these concepts sound familiar to you?

    • Information systems, ICT, IT…
    • ERP (“SAP”), CRM, BI, SCM, BPM…
    • Intranet 2.0, extranet, job-sites…
    • Virtual community, multichannel strategy…
    • Web 2.0

    All of these concepts form part of our day to day, and both businesses and people alike have incorporated them as though they are part of our DNA.

    In practice, they really are part of our DNA as we use them intensively. Whether directly or indirectly, they are ever-constant in our day to day, no matter what our position is.

    The adoption has been good in some cases; in others, not so good.

    Let’s take a few examples:

    • Does it make sense to implement a CRM system if we are not customer-focused?  NO.
    • Does it make sense to implement an ERP system if we are not prepared to carry out process re-engineering?  NO.
    • Does it make sense to implement an employee portal if we’re not interested in their opinions?  NO
    • Does it make sense to implement a social network if we’re not interested in sharing?  NO

    At a time like now in which we need to do more with less, we need to ask ourselves these questions as a company. If the answers are NO, then we should be capable of neutralising them and converting them into a YES.

    How?  By being customer-oriented, by improving our processes, by bearing collective intelligence in mind and sharing knowledge (our greatest asset).

    We already have information systems and communication systems within our organisations.  We battle with them every day within our organisations. We have adopted them and they have become part of our DNA… But now, we only need to believe in the reasons behind choosing to implement them.

    In short…

    These days we CANNOT AFFORD not to TAKE ADVANTAGE of the opportunities that new technologies offer us.

    If we make the most of them from the start of a business plan, project or any business initiative, we will get a competitive advantage that will no doubt improve our balance sheet.

     

     
  • Xavi Gracia 1:21 pm on May 18, 2011 Permalink | Reply
    Tags: , , , , ICT, , ,   

    From “IT Manager” to CIO 2.0: Opportunity or threat? 

    Estimated reading time: 4 minutes

    Information Technology (IT) has revolutionised our society, business and as a consequence, the way we do things.

    All areas and functional departments are experiencing a complete transformation and reinventing their work each day. We find ourselves in a globalised, changing environment, highly competitive and where doing more with less has never been so needed.

    Everything is a process and teamwork oriented profiles are required to contribute more than what their job description implies.

    We should all possess an innovation component within our profiles and this should be apparent through the decisions we make, whatever our functional responsibilities may be.

    If we focus on the CIO, I think there is a great opportunity to lead the organisation within this role and to bring the rest of the functional directors (finance, sales, marketing, operations…) to join this orientation towards innovation, change and daily reinvention of the business.

    So why the CIO?  Because I am convinced that the business oriented CIO has the necessary qualities to initiate this change:

    • They are aware of the technological possibilities
    • They know how to make the most of it in order to ensure a competitive advantage for the business
    • They are Project oriented (these days everything is a project)
    • They have a vision of the entire business that allows them to consider all areas
    • They are constantly result oriented
    • They lead multi-discipline teams
    • They control costs
    • They negotiate with service providers
    • They externalise

    The CIO 2.0 should be perceived by the rest of the organisation as a motor for change, someone who is always ready for a business challenge and who will be capable of proposing a creative, business oriented solution that is feasible and has a return on investment.

    In order to obtain this role as a business transforming CIO 2.0, it is necessary that the CIO remove the “IT Manager” role from themselves and should jump straight in contributing all of the knowledge they have (which is a lot!) and be capable of relaying this to the rest of the organisation.  The CIO has to take a risk and step outside their “comfort zone” and not settle for just reducing costs, they need to generate income via new technologies due to not only the value they add by themselves but also their fit within the business.

    In that moment, the organisation will perceive the CIO as one of its main assets and before considering any business projects the CIO will be involved from the start, their vision and value proposal will be the key to success.

    To summarise, I am convinced that the CIO is one of the most important assets an organisation can have contributing towards change, innovation and constant improvement, but it is necessary for the CIO to take on this role personally and be capable of transmitting this to the rest of the organisation, leading the transformation of the business.

    Going back to the post title: From “IT Manager” to CIO 2.0: Opportunity or threat?

    For sure: OPPORTUNITY.


     
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