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Leadership
and quality have been the focus of research for decades. Analysis has focused
This
issue of KM begins with the Malcolm Baldrige National Quality Award followed
by brief comments on Intelligent Communities and Leadership Development.
Business Week indicated that a crisis in leadership is on the horizon.
Training described corporate programs. KM has included materials used in
e-business, international business, and capstone courses focused on business
strategies to improve Quality Of Life (QOL) as well as remain competitive.
Enterprise strategies include market analysis, e-customer relations management,
e-global logistics and e-supply chain management, human resources development,
and technology - content in KM.
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The
Malcolm Baldrige National Quality Award (MBNQA) was established by Congress
in 1987 to enhance U.S. business competitiveness. The MBNQA is managed
by the National Institute of Standards and Technology (NIST), U.S. Department
of Commerce's Technology Administration. Awards are given in five categories:
manufacturing, service, small business, education, and health care. Awards
are based on exemplary achievement in seven areas: leadership, strategic
planning, customer and market focus, information and analysis, human resources
focus, process management, and business results. http://www.nist.gov/public_affairs/
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Previous issues of KM indicated that "Globally Competitive Communities" and "Wired Communities" led to Intelligent Communities with Virtual Communities Of Practice (VCOP). What characteristics are essential for Intelligent Communities with VCOPs for improving QOL? How can collaboration extend know-how for globally improving QOL in disadvantaged nations? How can diversity programs be expanded for WIN-WIN benefits domestically and internationally? |
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Not long ago, a human resources manager explained to Bob Rogers that his company hadn't put a succession management system in place because its senior leaders knew who their high-potential people were. After all, this type of insight was why the senior executives were senior executives. The company had no policy for letting their "high-potentials" know of their status, nor was there any process for systematically advancing their development. Retiring baby boomers and years of downsizing are already depleting talent pools, but until recently most organizations haven't been paying much attention to the confluence of threatening trends. Well, the research can no longer be ignored. In the past few years, 21 percent of top management and 24 percent of middle management positions across all functions, regions and industries will become vacant, reports Business Week. Programs highlighted in the article are: Delta
Air Lines: Going Deep http://www.delta.com
Ellie, Kristine (June 2003). Making Waves. Training, 40(6), 16-21. http://www.trainingmag.com |
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Howard
Baldwin begins a review of articles in the May 15 issue of Electronic Business
with the statement "In this century, the business of the world is business."
He then provided brief comments about articles contained on the pages that
followed including the one below.
Takahshi,
Dean (May 15, 2003). Consumer Market Entices Chip Makers. Electronic Business,
29(7), 20-26. http://www.eb-mag.com
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What leadership programs are required to produce designers of Intelligent Communities? What human resource development is needed to sustain Virtual Communities of Practice? How can centrality of mission and purpose as well as vision co-creation be core components? How
can customer relations, quality services, and improving QOL be a keystone
philosophy?
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Saab car owners have a reputation for being some of the most loyal in the industry. Why, then, would executives at Saab Cars USA feel the need to create 360-degree view of customers and prospects? Two words: sales and service. Saab Cars USA, a wholly owned subsidiary of Saab Automobile AB (owned by General Motors), imports and distributes Saab automobiles. Its approximately 220 U.S. dealers sold about 38,000 new cars in 2003. Our CRM initiative will playa big role in helping us get there," says Robert Henry, manager, eCommerce and CRN solutions of Saab Cars USA in Norcross, GA. Conlon,
Ginger (July 2003). Driving Sales. CRM, 7(7), 30-35. http://www.destinationCRM.com
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The largest market penetration of CRM - estimates vary from about 50 to 75 percent - is in the U.S. In terms of revenue, estimates range from $7 billion to $14 billion for the total market. Providers of CRM software and services are looking for new opportunities beyond the growing U.S. mid-market to Asia, Europe, India, and Latin America. Analysis includes Siebel, SAP, Oracle, and other providers: Amdocs, E.piphany, i2 Technologies, Onyx, and Pivotal. Picarille,
Lisa (July 2003). CRM World Domination. CRM, 7(7), 36-39.
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With phrases like real-time enterprise, 360-degree view of the customer, and single instance of truth floating around the business world, there seems to be a lot more talk than actual substance to many of the claims that companies can access ERP, CRM, and other systems instantly from one interface. But integration can enable this to happen, says George Schussel, founder of DC I. "Integration is the backbone of where things are going, moving to the real-time enterprise," he says. "How a company accomplishes this can take a number of directions," including looking at integration from the application layer, a business process layer, or data layer. Schneider,
Martin (July 2003). Getting IT Together. CRM, 7(7), 44-48.
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The contact center performance enhancers of choice these days are training, workforce optimization, and workforce management. These tools are coming together to form one dynamic performance-optimization solution that is giving agents strength to pump up the service volume. Myron, David (July 2003). Service on Steroids. CRM, 7(7), 40-43. KM & Intranets World 2003 Conference & Expo, Oct 14-16: http://www.kmworld.com/kmw03 |
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When Bob Moffat set out to transform IBM's global supply chain, he had little trouble getting people to take him seriously. All he needed was a few hundred million dollars of savings in the first few months. A CASE STUDY THAT IS ESSENTIAL READING * Bowman,
Robert J. (April 2003). Pursuing 'On Demand,' IBM Shakes Up Its Supply
Chain. Global Logistics & Supply Chain Strategies, 38-43. http://www.glscs.com
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Portal
is a term that means very different things to different people. To most
customers, a portal is To rank-and-file employees, For the majority of
business users, portals are any of dozens of computer interfaces they use
to access web-enabled applications or industry web sites.
Foster,
Thomas A. (April 2003). Opening a Portal to Supply-chain Collaboration.
Global Logistics & Supply Chain Strategies, 54-59. http://www.glscs.com
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Two converging events - the Container Security Initiative (CSI) and the "sunrise" date- are impacting international supply chains, causing the most far reaching changes in decades. These events will spark new regulations and technological change, which will lead to sophisticated changes in core business processes and their underlying systems. In response to the terrorist attacks of September 11,2001, the U.S. government ordered the U.S. Customs Service to create objectives and support regulations to ensure that international supply chains won't be used to smuggle weapons won't be used to smuggle weapons of mass Global Trade Item Numbers (GTlNs) are used to track goods in the supply chain. Barcodes are the most common type of GTIN. For North American companies, the most common barcode standard - the UPC-12 fond on most goods - will no longer be supported on Fuller,
Gordon (June 2003). How Supply Chains Are Aging. eAI Journal, 5(6), 12
and 14.
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What
content is generic for all leadership programs in terms of cognitive competencies?
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IT workers have taken their lumps in this dismal economy, but not everyone is struggling. Even in hard times, Computerwor/d's top 100 IT employers shower their staffs with the promotions and projects they crave. Our 101h annual special report shows how these Best Places find inventive ways to keep their IT employees focused, challenged and proud of their work. 1.
Hershey Foods Corp. http://www.hersheys.com
Ulfelder, Steve (June 9, 2003). 100 Best Places to Work.. Computerwor/d, 37(23),23-48. Lists of the top 10 corporations are included for Career Development and Training. Career Development 1.
Lockheed Martin Corp. http://www.lockheedmartin.com
Training 1.
Wal-Mart Stores, Inc.. http://www.walmartstores.com
THE 2003 APX AWARD WINNERS The 2003 Achieving Performance eXcellence Award winners by Training magazine were selected from more than 800 vendors serving the training and learning profession based on four criteria: (a) excellence in delivering value, (b) ease of use, (c) customer service, and (d) meeting expectations. To learn more about APX winners, visit http://www.trainingmag.com Winners: ACT
Inc. (Workforce Development Division) http://www.act.org/workforce
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As
corporations conduct Business@The Speed of Thought in Intelligent Communities
via VCOP, what are essential Economic Development Entrepreneur Development
activities to consider? Entrepreneurial development activity has often
focused on construction of physical infrastructure because, in part, of
many subcontracting opportunities involved in building highways, schools,
etc. But, conceptualizing designs through specifications to submit bids
is being converted to e-formats as well as all phases of the actual building
of physical infrastructure including multi-modal centers. Also, e-procurement
and "on demand" e-supply chain management are increasing globally.
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What
applications of communication and information technologies (CIT) have departments
of IT converted to computer based Anytime Anywhere Learning for diverse
employees and families? How can applications in biometrics, card, voice,
wireless, and other technologies be converted into developmentally appropriate
learning units for disadvantaged individuals in AAL formats? What are core
competencies for business and engineering programs and what are uniquenesses?
How have corporations dealt with Career Development from awareness through
specializations? How can domestically focused Entrepreneurial Development
activity expand internationally?
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CIOs take pride in their willingness to investigate and deploy new technologies. More than 20 percent of the more than 500 technology executives who responded to our technology adoption survey characterized their companies as "early adopters," and a surprising three quarters called their companies "innovative." But times are tough: IT executive concede that the slow economy has had an adverse effect on their efforts to adopt new technology, and most of them say their primary goal in deploying new systems these days is to save money. Still, adopting new technologies remains critical to meeting strategic goals, and the companies that say they're good at it devote a larger part of their IT budgets to investigating new technologies, and are significantly more likely to involve business executives in the process, than those that admit to being less successful. Expensive as the process can be, it's clearly with the effort. CIO
Editorial Staff (June 2003). CIO Insight, 27,61-66. http://www.cioinsight.com
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Post dot-com, post Y2K, post client/server, and post open systems, we see that the binge of tech spending during the '80s and '90s has caused a hangover in our industry. Mix in a little of economic uncertainty, some stock market turmoil, some international terrorism, the aftermath of war, and it's no wonder the average business leader and technology decision-maker in 2003 is swimming in muddy water. Furthermore, too many are waiting for someone else to make a move, thereby yielding their power to external influences. This won't work, I'm afraid. Leadership in today's business climate needs to come from within. We must choose wisely, because a bear named "ROI" has entered the building, and we have to learn to dance with it to ensure viability. Tipton,
Robert S. (June 2003). IT Market Leadership: Dancing with a Bear Named
ROI. e-ProMagazine,25-26. http://www.e-ProMag.com
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Baseline magazine and Nucleus Research along with sponsors Mercury Interactive and Advanced Micro Devices held the first Technology ROI Awards competition this past spring. Productivity
& Optimization Guidant http://www.guidant.com
Steinert-Threlkeld,
Tom (June 2003). Extreme Returns. Baseline, Issue 019, 26-28.
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A few years ago, proponents of third-generation (3G) mobile networks told us the networkers would have abandoned copper and fiber by now. They imagined a world without wires, in which cell phones displaced land lines, and people surfed the Web or accessed their company networks from a cafe, airport, or park. They were right about the applications, but wrong about the technology. Though cell phones are more popular than ever and surfers are connecting to the Internet wirelessly, there's little connection between the two. Instead of accessing 3G networks through futuristic converged devices, most wireless workers reserve their cell phones for voice and use laptops with Wi-FI (IEEE 802.11) cards for data. Doman,
Andy (June 2002). Are We Better Of Without 3G? NetworkMagazine, 18(6),30-33.
http://www.networkmagazine.com
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2003 is the 16th year that Network Magazine (previously LAN Magazine) has recognized new or newly improved outstanding products or services in a few dozen categories of interest to readers. Winners are listed below. Additional information: http://networkmagazine.com Network Hardware: Enterprise
Access Device: GlobalRoute 2.0, Sockeye Networks http://www.sockeye.com
Security: Firewall/VPN:
NetScreen-5000, NetScreen Technologies http://www.netscreen.com
Management: Network
Management: Route Explorer, Packet Design http://www.packetdesign.com
Services: VPM
Service: Megapath Networks http://www.megapath.net
See
article for Server Hardware/Software, Telephony/Messaging, & Emerging
Technology - Security Assertion Markup Language, Org. for the Adv.
of Structured Info. Standards (OASIS).
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The executives leading the VARBusiness 500 are worth getting to know. Not only do they come with impressive credentials, but when you consider the brutal IT environment they're operating in - one about penny pinching, margin tweaking and market stealing - we just had to find out how they're riding high under all that pressure. Land,
Steven (June 23,2003). VARBusiness, 19(13),25-44. http://www.varbusiness.com
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You
might say Pam Braden is sitting pretty. In just six years, her IT logistics
company,
Kurtz,
Rod (July 2003). Hands On. Inc., 25(7), 33-34. http://www.inc.com
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Take
a look at the average Joe's key chain, and you're apt to see radio frequency
Stackpole,
Beth (June 15, 2003). RFID Finds Its Place. Electronic Business, 29(9),
42-46.
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As
Motorola leverages information technology to build an extended cyber-enterprise
Reese, Andrew K. (June/July 2003). Risky Business. iSource,34-7. http://www.isourceonline.com |
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How are CIOs deploying new technologies and getting a high Return On Investment (ROI)? How are CIOs analyzing network products/services and how are they deploying mobile networks? How can above-listed content be integrated into programs more quickly along with content from: - the
2003 iSource 100 helping lead the way in transforming demand and supply
chains and
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The
Center for Digital Government publishes results of a Best of the Web competition
at state and local government levels based on four criteria: (a) innovation
and use of Web-based online technology to deliver government services,
(b) efficiency or time saved, (c) economy or money saved, and (d) functionality
(ease of use) and improved citizen access. Local governments are grouped
in three categories based on population: more than 250,000; 125,000 - 250,000;
and 75,000 - 125,000. A Digital Cities Survey was mailed in June and results
will be released in December. Digital Cities Survey Summaries for 2001
and 2002 can be viewed at http://www.centerdigitalgov.com
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The Business Matchmaking program, originated by the U.S. Small Business Administration (SBA) and now a partnership involving the SBA, the U.S. Chamber of Cornrnerce and Hewlett-Packard, matches small businesses with federal, state, and local government agencies and large corporations that have actual contracts for products and services. The program is expected to provide up to $1 billion in procurement-contract opportunities to small businesses during the Matchmaking events throughout the year. Small businesses get the chance to meet with officials from government agencies and corporations for genuine procurement opportunities. The
federal government annually spends more than $240 billion for products
and services, and the government's statutory goal is to have at least 23
percent of that total, $55 billion, go to small businesses, according to
HP. http://www.varbusiness.corn/sections/governmentvar/
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U.S..
Federal Government spending on IT products and services will increase at
a compound annual growth rate of 8.5 percent, from $45.4 billion in fiscal
year 2003 to $68.2 billion in FY 2008, according to an annual Federal IT
Market Forecast released by Input, a research firm based in Reston, VA.
The Departments of Defense, Energy, Homeland Security, Transportation,
and Treasury have the biggest spending on information systems/services.
http://www.varbusiness.corn/sections/governmentvar/
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Outsourcing
is at the top of federal IT spending and is expected to grow (Bonnie Markowitz).
And, IT will continue "Converging On The Classroom" (Alison Diana). A Partner
Programs Guide by V ARBusiness is a brief description of 114 distributors
and venders that offer partner programs focused on solution providers active
in federal, state, and local government markets, including education (Marilyn
O'Hara & Alison Diana). http://www.varbusiness.com/sections/governmentvar/
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How can policy/ trends in outsourcing and partnering be included in leadership development programs? How can research by the National Governors Association (NGA) be included in leadership development programs to promote a integrated approach to community, economic, and education development? NGA
has an Economic Development & Commerce Committee. http://www.nga.org
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As
a member ofa Vision Quest (VQ) team for the "Preparing Tomorrow's Teachers
to use
"Career Development e-Paradigms for Digital Dividends" can be accessed with the other papers developed for the project at a Web site http://www.pt3.org/VQ/main.php3 . Many papers were general and did not provide breadth and depth of ideas that practitioners could use in an education setting or that a group of leaders could use to collaboratively envision a future and develop an action plan. I attempted to do that in the initial paper but only the initial section in is the report. "Career Development e-Paradigms for Digital Dividends" was expanded to focus on commerce between the Chicago - Green Bay corridor and Asia, specifically for South Korea and Taiwan. Packets were produced for awareness, exploration, and specialization with concentration levels for career and curriculum development that could be used in community workforce development and in formal education settings. An awareness raising packet contains Web sites for biometric, card, voice, and wireless technologies. A specialization/concentration packet has a conceptual framework for integrating business strategy, e-commerce and e-logistics/supply chain content, and then focusing on an economy sector and region like Asia. Another conceptual framework for business with African nations was included in the August 2002 issue of KM. Ghana became one of the examples and resources for that nation were included in many issues of KM in 2002-2003. A few reports are available at both the KM Web site and from the ERIC Clearinghouse on Adult, Career, and Vocational Education, The Ohio State University: http://ericacve.org ED 463 432 Career Development e-Paradigms for Digital Dividends ED 465 025 Vision Quest Thinking for Creating Career Development E-Paradigms via Electronic Networked Communities: Building Competencies and Skills at the Rate of Imagination for Global Leadership for Improving Quality of Life ED 465 024 Career Exploration through Specialization with Concentrations in Business Plus Focus on Knowledge Management (KM) and Implications for Education: Secondary- Postsecondary Levels (competencies in KM to conduct commerce internationally). ED
465 023 Career Development through Knowledge Management (KM): Be a Chief
Dr.
Kathryn A. Green, a career/life planning counselor and instructor at Santiago
Canyon College, completed a dissertation on career/life planning based
on an analysis of characteristics of foreign individuals residing in the
service area and a desire for information about emerging occupations. Content
in KM and information obtained from linking to primary resources are integrated
into her Counseling 116 Online course and other activities. Access http://www.sccollege.org/kgclass
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Ball,
D.A.; McCulloch, W.H.; Frantz, P.L.; Geringer, J.M.; and Minor, M.S. (2002).
Groff, W.H. (2002). Electronic commerce: Business-to-business (B2B), business-to-consumer (B2C), and mobile commerce (m-c) domestically and internationally (KM Web site). Hill, C. W. L. & Jones, G. R. (2001). Strategic management: An integrated approach (5th ed). Boston: Houghton Mifflin Company. Neuhauser, P.C.; Bender, R.; and Stromberg, K.L. (2002). Culture. com: Building corporate culture in the connected workplace. New York: John Wiley & Sons. Pande, Peter S.; Neuman, Robert P; & Cavanagh, Roland R. The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams. Chicago, IL: McGraw-Hill, 2002. Turban, E.; King, D.; Lee, J.; Warkentin, M.; and Chung, H. M. (2002). Electronic commerce 2002: A management perspective. Upper Saddle River, NJ: Prentice Hall. Wenger,
E., et al. (2002). Cultivating communities of practice: A guide to managing
knowledge. Boston, MA: Harvard Business Press.
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Directed
Study (DS) in the Doctor of Higher Education Leadership (DHEL) is a type
of contract learning. Guidelines and forms: http://www.fgse.nova.edu.dhel_resources/onlinedocuments.html
Jack Espinal did an outstanding DS on Broadband: http://www.jespinal.com/broadband.htm
I will continue to serve as a DS facilitator for HRD and a broad range
of technology projects. Above-listed Web site contains 2002 research excellence
awards for dissertations and practicums.
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KM can be accessed and mined: http://www.members.cox.net/greenka6/wgnewweb/wgmenu.html KM began to include materials used in e-commerce, international business, and capstone courses. The January issue contained "Content for Developing a Global Strategy" plus "Developing an Incremental Strategy" to create supply chains with African and Caribbean countries. The January issue also included a list of resources for business and functional area strategy. The April issue had lists of firms in retail, financial services and pharmaceutical economy sectors. The May issue began with globalization and a GM project by Mark Quarto on conversion from 12 to 42 volt electrical systems followed by four Virtual Communities of Practice, an Intelligent Community (Taipei), and many resources. The June issue contains information about a widening gap between "haves" and "have nots" both domestically and globally with a focus on Africa and the Caribbean. Comment:
I work with individuals using multiple form and style guides with unique
variations. Content and leads to sources remain a central focus of KM;
consistency to a format is a variable.
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(414) 871-1127 mailto:groffw@nova.edu |