The primary benefit to companies that implement a Software as a Service (SaaS) model is the savings in up front costs. You eliminate the mechanical costs of implementation involved with upgrading hardware and operating systems and installing software. Not to mention consulting time and fees associated with installation problems and conflicts. You dramatically decrease the deployment time.
Long term you eliminate the time required to update databases and maintain harware and operating systems. Your users focus on the functionality of the solution and the developers focus on it's operation.
When you implement an SaaS solution you are leveraging the expertise of the software developers and creating a balance between that expertise and the expertise of your company.
SaaS adds the benefit of regular feature upgrades. System changes can occur instantaneously, which cannot be accomplished with on-site deployment.
KM Executive recognizes the dramatic benefits of the SaaS delivery method as opposed to standard on-site installation. Take advantage of the benefits your company can experience today - start exploring with a free, no obligation, KMX account.
Tuesday, September 22, 2009
Monday, September 14, 2009
Process Leadership
My first introduction to the term Process Leadership came from Victor Newman in his article Introducing Process Leadership: The First Leadership Discipline . This is the most concise explanation I have discovered that explains the importance of creating a systematized approach to business.
Communicating system information is likely the most obvious key success factor for an effective process leader. However, the process used to create and document the systems and keep them relevant and fresh in your business culture is also critical for any long term success.
A company may have excellent systems and be directed by an effective process leader, but if it all centers around 'hands-on' training success will be limited. If implementing systems relies ONLY on person to person interaction the growth and improvement of your company will be limited by the number of people that are qualified to disseminate information and the amount of time those people have to train others.
Systems must seamlessly integrate into daily activities and the company culture and allow immediate feedback/response from the system operators.
KM Executive has provided a solution by creating a set of tools that collect and distribute critical operational information. These tools work within a framework built around company operational documents. Users enter time, communicate with other team members, and manage projects and tasks - essentially documenting all daily activities - with operational documents guiding how activities are performed. By reviewing critical data related to a particular guided process the effectiveness of the process can be evaluated and the system revised to accomplish the intended results.
Km Executive is a vital tool for process leaders.
Communicating system information is likely the most obvious key success factor for an effective process leader. However, the process used to create and document the systems and keep them relevant and fresh in your business culture is also critical for any long term success.
A company may have excellent systems and be directed by an effective process leader, but if it all centers around 'hands-on' training success will be limited. If implementing systems relies ONLY on person to person interaction the growth and improvement of your company will be limited by the number of people that are qualified to disseminate information and the amount of time those people have to train others.
Systems must seamlessly integrate into daily activities and the company culture and allow immediate feedback/response from the system operators.
KM Executive has provided a solution by creating a set of tools that collect and distribute critical operational information. These tools work within a framework built around company operational documents. Users enter time, communicate with other team members, and manage projects and tasks - essentially documenting all daily activities - with operational documents guiding how activities are performed. By reviewing critical data related to a particular guided process the effectiveness of the process can be evaluated and the system revised to accomplish the intended results.
Km Executive is a vital tool for process leaders.
Sunday, September 13, 2009
Accountability Part I
In his most recent commentary about a presentation by Patrick Lencioni, Jack Vinson identifies avoidance of accountability as one of Lencioni's 5 dysfunctions of a team. I find that accountability is one of those frequently used business buzz words that can have many different meanings depending on the context.
Accountability is the cornerstone of Km Executive and can be explained by a three-fold definition. Primarily, employees in any organization must abide by company policies and regulations first and foremost. Second, employees must be accountable for the results they are expected to achieve. This includes accomplishing the results within the required schedule and budget constraints. Third, the results must be achieved in the systematic manner defined by the company so that the process fits into the larger, company-wide picture.
Quantifying accountability on all three levels is the most difficult task that companies face because it requires a simultaneous view of many pieces of disparate information. Most often this data is difficult to collect and is only relevant from a backward viewpoint. A manager must have distinct parameters defined for successful outcomes and then be able to analyze the unsuccessful outcomes and determine where the process failed.
Km Executive provides the tools for this analysis. We will discuss how these tools can be applied in future articles.
Accountability is the cornerstone of Km Executive and can be explained by a three-fold definition. Primarily, employees in any organization must abide by company policies and regulations first and foremost. Second, employees must be accountable for the results they are expected to achieve. This includes accomplishing the results within the required schedule and budget constraints. Third, the results must be achieved in the systematic manner defined by the company so that the process fits into the larger, company-wide picture.
Quantifying accountability on all three levels is the most difficult task that companies face because it requires a simultaneous view of many pieces of disparate information. Most often this data is difficult to collect and is only relevant from a backward viewpoint. A manager must have distinct parameters defined for successful outcomes and then be able to analyze the unsuccessful outcomes and determine where the process failed.
Km Executive provides the tools for this analysis. We will discuss how these tools can be applied in future articles.
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