About 'information systems program'|Advanced system information program

About 'information systems program'|Advanced system information program

Ｒｅｃｅｎｔｌｙ,               Ｃｉｔｉｇｒｏｕｐ               ｗａｓ               ｕｎｄｅｒｇｏｉｎｇ               ｍａｓｓｉｖｅ               ｒｅｏｒｇａｎｉｚａｔｉｏｎ               ｄｕｅ               ｔｏ               ｔｈｅ               ｃｏｍｐｅｔｉｔｉｖｅ               ｆｏｒｃｅｓ               ｓｗｅｅｐｉｎｇ               ｔｈｅ               ｆｉｎａｎｃｉａｌ               ｓｅｒｖｉｃｅｓ               ｉｎｄｕｓｔｒｙ. Ｔｈｅ               ｃｏｍｐａｎｙ               ｗａｓ               ａｌｓｏ               ｉｎｖｏｌｖｅｄ               ｉｎ               ｏｎｇｏｉｎｇ               ｍｅｒｇｅｒｓ               ａｎｄ               ａｃｑｕｉｓｉｔｉｏｎｓ. Ｄｕｒｉｎｇ               ｒｅｃｅｎｔ               ｃｏｎｓｏｌｉｄａｔｉｏｎｓ               ａｆｔｅｒ               ｍｅｒｇｅｒ               ａｃｔｉｖｉｔｉｅｓ,               ｏｎｅ               ｏｆ               ｔｈｅｉｒ               ｉｎｔｅｒｎａｌ               Ｉｎｆｏｒｍａｔｉｏｎ               Ｓｙｓｔｅｍｓ               ｄｉｖｉｓｉｏｎｓ               ｈａｄ               ｓｉｇｎｉｆｉｃａｎｔ               ｊｏｂ               ｃｕｔｓ               ａｎｄ               ｌａｙｏｆｆｓ. Ｏｎｅ               ｌａｒｇｅ               ｄｅｐａｒｔｍｅｎｔ               ｏｆ               150               ｐｅｏｐｌｅ               ｉｎ               ｔｈｉｓ               ｄｉｖｉｓｉｏｎ               ｅｘｐｅｒｉｅｎｃｅｄ               ａ               ｔｗｅｎｔｙ               ｆｉｖｅ               ｐｅｒｃｅｎｔ               ｒｅｄｕｃｔｉｏｎ               ｉｎ               ｗｏｒｋｆｏｒｃｅ. Ｄｅｐａｒｔｍｅｎｔ               ｍａｎａｇｅｍｅｎｔ               ｒｅｏｒｇａｎｉｚｅｄ               ｔｈｅ               ｒｅｍａｉｎｉｎｇ               ｅｍｐｌｏｙｅｅｓ               ｉｎｔｏ               ａ               "ｗｏｒｋ               ｔｅａｍ"               ｓｔｒｕｃｔｕｒｅ,               ａｎｄ               ｆｏｃｕｓｅｄ               ｔｈｅ               ｔｅａｍｓ               ｏｎ               ｋｅｙ               ｉｎｔｅｒｎａｌ               ｂｕｓｉｎｅｓｓ               ｍａｔｔｅｒｓ. Ｈｏｗｅｖｅｒ,               ｔｈｅｒｅ               ｗｅｒｅ               ｓｅｒｉｏｕｓ               ｐｅｒｆｏｒｍａｎｃｅ               ｃｏｎｃｅｒｎｓ. Ｔｈｅｒｅ               ｗａｓ               ｖｅｒｙ               ｌｏｗ               ｍｏｒａｌｅ               ａｍｏｎｇ               ｔｈｅ               ｒｅｍａｉｎｉｎｇ               ｅｍｐｌｏｙｅｅｓ,               ａｌｓｏ               ｋｎｏｗｎ               ａｓ               "ｔｈｅ               ｓｕｒｖｉｖｏｒｓ". Ｔｒｕｓｔ               ｌｅｖｅｌｓ               ｂｅｔｗｅｅｎ               ｓｔａｆｆ               ａｎｄ               ｍａｎａｇｅｍｅｎｔ               ｗｅｒｅ               ｖｅｒｙ               ｌｏｗ,               ａｓ               ｗｅｌｌ               ａｓ               ｔｒｕｓｔ               ｌｅｖｅｌｓ               ｂｅｔｗｅｅｎ               ａｌｌ               ｓｔａｆｆ               ｅｍｐｌｏｙｅｅｓ               -               ｗｈｏ               ｗｅｒｅ               ａ               ｍｉｘ               ｏｆ               ｔｈｅ               ｏｒｉｇｉｎａｌ               ｃｏｍｐａｎｉｅｓ. Ｔｈｏｕｇｈ               ｔｈｅｙ               ｗｅｒｅ               ｅｎｃｏｕｒａｇｅｄ               ｔｏ               ｂｅ               "ｈｉｇｈ               ｐｅｒｆｏｒｍａｎｃｅ               ｗｏｒｋ               ｔｅａｍｓ",               ｔｈｅｒｅ               ｗａｓ               ａｌｍｏｓｔ               ｎｏ               ｔｅａｍｗｏｒｋ. Ｔｈｅｒｅ               ｗｅｒｅ               ｄｉｓｏｒｇａｎｉｚｅｄ               ａｐｐｒｏａｃｈｅｓ               ｔｏ               ｓｅｒｖｉｃｉｎｇ               ｔｈｅ               ｂｕｓｉｎｅｓｓｅｓ               ｃｕｓｔｏｍｅｒｓ. Ｔｈｅ               ｅｘｔｒｅｍｅｌｙ               ｈｉｇｈ               ｃｏｓｔ               ｏｆ               ｗｏｒｋ               ｍａｎａｇｅｍｅｎｔ               ｃｏｍｐｕｔｅｒｓ               ａｎｄ               ｓｏｆｔｗａｒｅ               ａｌｓｏ               ｍａｄｅ               ｉｔ               ｖｅｒｙ               ｃｏｓｔｌｙ               ｔｏ               ｔｒａｉｎ               ｅｍｐｌｏｙｅｅｓ               ｏｎ               ｎｅｗ               ｓｙｓｔｅｍｓ. Ｄｕｅ               ｔｏ               ｔｈｅ               ｌａｙｏｆｆｓ               ａｎｄ               ｊｏｂ               ｃｕｔｓ,               ｔｈｅｒｅ               ｗａｓ               ｆｅａｒ               ａｎｄ               ｍｉｓｔｒｕｓｔ               ｏｆ               ｍａｎａｇｅｍｅｎｔ,               ａｎｄ               ｅｖｅｎ               ｓｏｍｅ               ｃｏ-ｗｏｒｋｅｒｓ. Ａ               ｃｏｎｓｕｌｔｉｎｇ               ｃｏｍｐａｎｙ               ｍｅｔ               ｗｉｔｈ               ｄｅｐａｒｔｍｅｎｔ               ｍａｎａｇｅｍｅｎｔ               ａｎｄ               ｔｈｅ               Ｃｈｉｅｆ               Ｉｎｆｏｒｍａｔｉｏｎ               Ｏｆｆｉｃｅｒ. Ｕｓｉｎｇ               ｔｈｅ               Ｔｒａｎｓｆｏｒｍａｔｉｏｎ               Ｐｒｏｊｅｃｔ               ａｐｐｒｏａｃｈ,               ｔｈｅｙ               ｄｅｓｉｇｎｅｄ               ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ｓｏｌｕｔｉｏｎ               ｏｖｅｒ               ａ               ｓｉｘ-ｍｏｎｔｈ               ｐｅｒｉｏｄ               (Ｃｒｏｓｓｍａｎ,               2007).                Ｔｈｅｙ               ｆｉｒｓｔ               ｅｎｃｏｕｒａｇｅｄ               ｍａｎａｇｅｍｅｎｔ               ｔｏ               ｏｒｇａｎｉｚｅ               ａ               ｓｍａｌｌ               ｌｅａｄｅｒｓｈｉｐ               ｔｅａｍ,               ｃａｌｌｅｄ               ｔｈｅ               "Ｇｕｉｄａｎｃｅ               Ｔｅａｍ",               ｔｏ               ｈｅｌｐ               ｄｅｆｉｎｅ               ａｎｄ               ｇｕｉｄｅ               ｔｈｅ               ｅｆｆｏｒｔ. Ｔｈｅｎ               ｔｈｅｙ               ｄｅｖｅｌｏｐｅｄ               ａｎ               ｉｎｔｅｇｒａｔｅｄ               ｃｕｒｒｉｃｕｌｕｍ               ｏｆ               Ｓｅｌｆ               Ｃｈａｎｇｅ,               Ｔｅａｍ               Ｃｈａｎｇｅ,               ａｎｄ               Ｂｕｓｉｎｅｓｓ               Ｃｈａｎｇｅ               ｐｒｏｇｒａｍｓ,               ｗｈｉｃｈ               ｗａｓ               ｄｅｌｉｖｅｒｅｄ               ｔｈｒｏｕｇｈ               ａ               ｔｈｒｅｅ               ｄａｙ               ｐｒｏｇｒａｍ. Ｔｈｉｓ               ｔｒａｉｎｉｎｇ               ｗａｓ               ｔｏ               ｂｅ               ｓｕｐｐｌｅｍｅｎｔｅｄ               ｂｙ               ｆｏｕｒ               ｏｎｅ-ｄａｙ               ｔｒａｉｎｉｎｇ               ｓｅｓｓｉｏｎｓ               ｔｏ               ａｃｃｅｌｅｒａｔｅ               ｔｈｅ               "ｔｕｒｎ-ａｒｏｕｎｄ"               ｐｒｏｃｅｓｓ,               ｂｏｔｈ               ｆｒｏｍ               ａ               ｈｕｍａｎ               ｒｅｓｏｕｒｃｅｓ               ａｎｄ               ｂｕｓｉｎｅｓｓ               ｏｐｅｒａｔｉｏｎｓ               ｐｏｉｎｔ               ｏｆ               ｖｉｅｗ               (Ｂｏｈｌａｎｄｅｒ,               Ｓｎｅｌｌ               2007).                Ｍａｎａｇｅｍｅｎｔ               ｏｕｔｌｉｎｅｄ               ｔｈｅ               ｐｒｏｊｅｃｔ'ｓ               ｍｅａｓｕｒｅｍｅｎｔ               ｓｙｓｔｅｍ. Ｔｈｉｓ               ｉｎｖｏｌｖｅｄ               ｅｘａｍｉｎｉｎｇ               ｔｗｅｌｖｅ               ｋｅｙ               ｂｅｈａｖｉｏｒａｌ               ｍｅａｓｕｒｅｓ               ｏｆ               ｉｎｄｉｖｉｄｕａｌ               ａｎｄ               ｔｅａｍ               ｐｅｒｆｏｒｍａｎｃｅ,               ａｓ               ｗｅｌｌ               ａｓ               ｔｈｒｅｅ               ｋｅｙ               ｂｕｓｉｎｅｓｓ               ｍｅａｓｕｒｅｓ               ｔｈａｔ               ｗｅｒｅ               ｃｏｎｓｉｄｅｒｅｄ               ｉｍｐｏｒｔａｎｔ. Ｔｈｅ               ｐｒｏｊｅｃｔ               ｗａｓ               ｔｏ               ｃｒｅａｔｅ               ａ               ｒｅｄｕｃｔｉｏｎ               ｉｎ               ｓｏｆｔｗａｒｅ               ｄｅｖｅｌｏｐｍｅｎｔ               ｔｉｍｅ,               ａｎ               ｉｎｃｒｅａｓｅ               ｉｎ               ｍａｉｎｆｒａｍｅ               ｓｙｓｔｅｍ               ｕｐ-ｔｉｍｅ               ａｎｄ               ａｎ               ｉｎｃｒｅａｓｅ               ｉｎ               ｗｏｒｋ               ｔｅａｍ               ｐｒｏｄｕｃｔｉｖｉｔｙ. Ａｌｓｏ,               ｗｏｒｋｉｎｇ               ｗｉｔｈ               ｔｈｅ               ｄｉｒｅｃｔｉｏｎ               ｏｆ               ｔｈｅ               "Ｇｕｉｄａｎｃｅ               Ｔｅａｍ",               ｔｈｅ               ｃｏｎｓｕｌｔａｎｔｓ               ｗｅｒｅ               ｔｏ               ｐｒｏｖｉｄｅ               ｔａｒｇｅｔｅｄ               ｃｏａｃｈｉｎｇ               ｏｎ               ａｎ               ａｓ-ｎｅｅｄｅｄ               ｂａｓｉｓ               ｔｈｒｏｕｇｈ               ｔｈｅ               ｓｉｘ-ｍｏｎｔｈ               ｐｅｒｉｏｄ. Ｉｔ               ｗａｓ               ｐｒｅｄｉｃｔｅｄ               ｔｈａｔ               ｉｓｓｕｅｓ               ｍｉｇｈｔ               ａｒｉｓｅ               ｌｉｋｅ               ｒｅｓｏｌｖｉｎｇ               ｄｅｅｐ-ｓｅａｔｅｄ               ｃｏｎｆｌｉｃｔ               ｂｅｔｗｅｅｎ               ｋｅｙ               ｐｅｏｐｌｅ,               ｓｔｒｅｓｓ               ｍａｓｔｅｒｙ               ａｎｄ               ｌｉｆｅ               ｂａｌａｎｃｅ               ｃｏａｃｈｉｎｇ               ｆｏｒ               ｓｏｍｅ               ｅｍｐｌｏｙｅｅｓ,               ｉｄｅｎｔｉｆｙｉｎｇ               ａｎｄ               ｒｅｓｏｌｖｉｎｇ               ｋｅｙ               ｃｕｓｔｏｍｅｒ               ｃｏｎｃｅｒｎｓ               ａｎｄ               ｐｒｏｃｅｓｓ               ｉｍｐｒｏｖｅｍｅｎｔ               ａｃｔｉｖｉｔｉｅｓ               ｏｎ               ｔｗｏ               ｋｅｙ               ｐｒｏｃｅｓｓｅｓ. Ｔｈｅ               ｒｅｓｐｏｎｓｅ               ｗａｓ               ｏｖｅｒｗｈｅｌｍｉｎｇｌｙ               ｐｏｓｉｔｉｖｅ,               ａｎｄ               ｔｈｅｙ               ｉｍｐｌｅｍｅｎｔｅｄ               ｔｈｅ               ｂａｌａｎｃｅ               ｏｆ               ｔｈｅ               ｇａｍｅ               ｐｌａｎ               ｉｎ               ｔｈｅ               ｆｏｌｌｏｗｉｎｇ               ｓｉｘ               ｍｏｎｔｈｓ               (Ｃｒｏｓｓｍａｎ,               2007).                Ｗｉｔｈｉｎ               ｔｈａｔ               ｔｉｍｅ               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔ               ｅｘｐｅｒｉｅｎｃｅｄ               ａ               ｄｒａｍａｔｉｃ               ｃｈａｎｇｅ               ｉｎ               ｐｅｒｆｏｒｍａｎｃｅ,               ｂｏｔｈ               ｉｎｔｅｒｎａｌｌｙ               ａｎｄ               ｗｉｔｈ               ｔｈｅｉｒ               ｂｕｓｉｎｅｓｓ               ｕｎｉｔ               ｃｕｓｔｏｍｅｒｓ. Ｔｈｅｙ               ａｌｓｏ               ｃｒｅａｔｅｄ               ａ               ｗｏｒｋ               ｐｌａｃｅ               "ｃｏｍｍｕｎｉｔｙ",               ｗｈｅｒｅ               ｐｅｏｐｌｅ               ｎｏｗ               ｓｐｅｎｔ               ｔｉｍｅ               ｔｏｇｅｔｈｅｒ               ｏｕｔｓｉｄｅ               ｏｆ               ｗｏｒｋ               ｏｎ               ｓｏｃｉａｌ               ｏｕｔｉｎｇｓ               ａｎｄ               ｐｒｏｊｅｃｔｓ               ｌｉｋｅ               ｉｎｎｅｒ               ｃｉｔｙ               Ｈａｂｉｔａｔ               ｆｏｒ               Ｈｕｍａｎｉｔｙ               ｈｏｍｅ               ｒｅｃｏｎｓｔｒｕｃｔｉｏｎｓ.                Ｔｈｅ               ｃｕｌｔｕｒｅ               ｏｆ               ｔｈｅ               ｅｎｔｉｒｅ               ｄｅｐａｒｔｍｅｎｔ               ｈａｄ               ｂｅｇｕｎ               ｔｏ               ｒａｄｉｃａｌｌｙ               ｓｈｉｆｔ               ａｗａｙ               ｆｒｏｍ               "ｗｅ               ａｒｅ               ｓｕｒｖｉｖｏｒｓ"               ｔｏ               "ｗｅ               ｃａｎ               ｍａｋｅ               ｔｈｉｎｇｓ               ｈａｐｐｅｎ". (Ｌａｌｅｎｄｌｅ,               2000)                Ｏｖｅｒ               ｔｈｅ               ｓｉｘ               ｍｏｎｔｈ               ｐｅｒｉｏｄ               ｔｈｅ               ｂｅｈａｖｉｏｒａｌ               ｃｈａｎｇｅｓ               ｗｅｒｅ               ｉｍｐｒｅｓｓｉｖｅ:               76%               ｉｎｃｒｅａｓｅ               ｉｎ               ｔｒｕｓｔ               ｌｅｖｅｌｓ,               32%               -               85%               ｉｎｃｒｅａｓｅｓ               ｉｎ               ｖａｒｉｏｕｓ               ｍｅａｓｕｒｅｓ               ｏｆ               ｔｅａｍ               ｅｆｆｅｃｔｉｖｅｎｅｓｓ               (ｐｒｏｂｌｅｍ               ｓｏｌｖｉｎｇ,               ｔｅａｍ               ｃｏｍｍｕｎｉｃａｔｉｏｎ,               ｒｉｓｋ-ｔａｋｉｎｇ,               ｔｅａｍ               ａｃｃｏｕｎｔａｂｉｌｉｔｙ,               ｃｏｎｆｌｉｃｔ               ｒｅｓｏｌｕｔｉｏｎ,               ｔｅａｍ               ｓｕｐｐｏｒｔ,               ｃｕｓｔｏｍｅｒ               ｆｏｃｕｓ)               ａ               48%               ｉｎｃｒｅａｓｅ               ｉｎ               ｏｐｅｎ,               ｈｏｎｅｓｔ               ｃｏｍｍｕｎｉｃａｔｉｏｎ,               ａ               75%               ｉｎｃｒｅａｓｅ               ｉｎ               ｐｅｒｓｏｎａｌ               ｐｏｗｅｒ               /               ａｂｉｌｉｔｙ               ｔｏ               ｒｅｓｐｏｎｄ               ｔｏ               ｃｈａｎｇｅ,               ａ               68%               ｉｎｃｒｅａｓｅ               ｉｎ               ｐｅｒｓｏｎａｌ               ｅｍｏｔｉｏｎａｌ               ｍａｓｔｅｒｙ,               65%               ｒｅｄｕｃｔｉｏｎ               ｉｎ               ｓｔｒｅｓｓ               ａｎｄ               ａ               75%               ｉｎｃｒｅａｓｅ               ｉｎ               ｃｏｍｍｉｔｍｅｎｔ               ｔｏ               ｔｈｅ               ｏｒｇａｎｉｚａｔｉｏｎ               (Ｌａｌｅｎｄｌｅ,               2000).                Ａｌｓｏ,               ｂｅｃａｕｓｅ               ｏｆ               ｔｈｅ               ｌｏｗ               ｍｏｒａｌｅ               ａｎｄ               "ｓｕｒｖｉｖｏｒ"               ａｔｔｉｔｕｄｅｓ               ｔｈａｔ               ｅｘｉｓｔｅｄ               ｂｅｆｏｒｅ               ｔｈｅ               ｐｒｏｊｅｃｔ,               ｔｈｅｙ               ｔｏｏｋ               ｍｅａｓｕｒｅｓ               ｏｎ               ｔｈｅ               ａｍｏｕｎｔ               ｏｆ               ｆｕｎ               ｐｅｏｐｌｅ               ｗｅｒｅ               ｈａｖｉｎｇ               ａｔ               ｗｏｒｋ. Ｔｈｉｓ               ｍｅａｓｕｒｅ               ｈａｄ               ｇｏｎｅ               ｕｐ               82%. Ｅｑｕａｌｌｙ               ｉｍｐｒｅｓｓｉｖｅ               ｗｅｒｅ               ｔｈｅ               ｃｈａｎｇｅｓ               ｉｎ               ｂｕｓｉｎｅｓｓ               ｒｅｓｕｌｔｓ. Ｔｈｅｒｅ               ｗａｓ               ａ               75%               ｒｅｄｕｃｔｉｏｎ               ｉｎ               ｃｙｃｌｅ               ｔｉｍｅ               ｆｏｒ               ｓｏｆｔｗａｒｅ               ｄｅｖｅｌｏｐｍｅｎｔ,               ａｎ               ｉｎｃｒｅａｓｅ               ｉｎ               ｍａｉｎｆｒａｍｅ               ｓｙｓｔｅｍ               ｕｐ-ｔｉｍｅ               ｆｒｏｍ               92%               ｔｏ               99%               ａｎｄ               ａ               33%               -               50%               ｉｎｃｒｅａｓｅ               ｉｎ               ｗｏｒｋ               ｔｅａｍ               ｐｒｏｄｕｃｔｉｖｉｔｙ. Ａｌｌ               ｏｆ               ｔｈｅｓｅ               ｗｅｒｅ               ｇａｉｎｓ               ｏｎ               ｔｈｅ               ｐｒｅｃｉｓｅ               ｐｅｒｆｏｒｍａｎｃｅ               ｉｓｓｕｅｓ               ａｆｆｅｃｔｉｎｇ               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔ. Ａｌｓｏ,               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔ               ｈａｄ               ｒｅｓｏｌｖｅｄ               ｏｖｅｒ               30               ｑｕａｌｉｔｙ               ａｎｄ               ｐｒｏｄｕｃｔｉｖｉｔｙ               ｉｓｓｕｅｓ               ａｆｆｅｃｔｉｎｇ               ｃｕｓｔｏｍｅｒ               ｓｅｒｖｉｃｅ               ｌｅｖｅｌｓ               ｉｎ               ｔｈｅ               ｓｉｘ-ｍｏｎｔｈ               ｐｅｒｉｏｄ. Ｔｈｅ               ｂｕｓｉｎｅｓｓ               ｕｎｉｔ               ｃｕｓｔｏｍｅｒｓ               ｗｅｒｅ               ｓｏ               ｈａｐｐｙ               ｗｉｔｈ               ｔｈｅｓｅ               ｎｅｗｌｙ               ｉｎｓｐｉｒｅｄ               ｅｍｐｌｏｙｅｅｓ;               ｔｈｅｙ               ａｗａｒｄｅｄ               ｔｈｅ               ｄｅｐａｒｔｍｅｎｔ               ｗｉｔｈ               ａ               ｃｏｍｐａｎｙ-ｗｉｄｅ               ｓｅｒｖｉｃｅ               ａｗａｒｄ               Ｃｉｔｉｇｒｏｕｐ               ｉｓ               ａｌｓｏ               ｉｎ               ｔｈｅ               ｍｉｄｄｌｅ               ｏｆ               ａ               ｍａｊｏｒ               ｓｈｉｆｔ               ｉｎ               ｉｔｓ               ａｐｐｒｏａｃｈ               ｔｏ               ｈｉｇｈ-ｐｅｒｆｏｒｍａｎｃｅ               ｃｏｍｐｕｔｉｎｇ,               ｍｏｖｉｎｇ               ｆｒｏｍ               ｃｌｕｓｔｅｒｅｄ               ｓｅｒｖｅｒｓ               ｔｏ               ａ               ｌａｒｇｅ-ｓｃａｌｅ               ｇｒｉｄ. Ｔｈｅｙ               ｈａｖｅ               ｂｕｉｌｔ               ａ               ｓｅｒｖｉｃｅ-ｏｒｉｅｎｔｅｄ               ａｐｐｒｏａｃｈ               ｔｈａｔ               ｄｅｌｉｖｅｒｓ               ｈｉｇｈ-ｐｅｒｆｏｒｍａｎｃｅ               ｃｏｍｐｕｔｉｎｇ               ｂａｓｅｄ               ｏｎ               ｔｈｅ               ｒｅｖｅｎｕｅ               ｐｏｔｅｎｔｉａｌ               ｏｆ               ａ               ｊｏｂ. Ｇｕｉｄａｎｃｅ               ｔｅａｍｓ               ａｎｄ               ｃｏｍｐｕｔｉｎｇ               ａｒｅ               ｔｗｏ               ｅｘａｍｐｌｅｓ               ｏｆ               ｈｏｗ               ｔｈｅ               ｃｏｍｐａｎｙ               ｉｓ               ｔｒｙｉｎｇ               ｔｏ               ｇｅｔ               ｍｏｒｅ               ｅｆｆｉｃｉｅｎｔ               ａｂｏｕｔ               ｈｏｗ               ｉｔ               ｄｅｌｉｖｅｒｓ               ｔｈｅ               ｍｅｔｈｏｄｓ               ｔｈａｔ               ｈａｖｅ               ｂｅｃｏｍｅ               ｃｒｉｔｉｃａｌ               ｔｏ               ｔｈｅ               ｉｎｄｕｓｔｒｙ.                Ｗｏｒｋｓ               Ｃｉｔｅｄ                               Ｂｏｈｌａｎｄｅｒ,               Ｇ               &               Ｓｎｅｌｌ,               Ｓ               (2007)               Ｍａｎａｇｉｎｇ               Ｈｕｍａｎ               Ｒｅｓｏｕｒｃｅｓ               (14ｔｈ               ｅｄ.)                Ｍａｓｏｎ               ＯＨ:               Ｔｈｏｍｐｓｏｎ               Ｈｉｇｈｅｒ               ｌｅａｒｎｉｎｇ.                Ｃｒｏｓｓｍａｎ,               Ｐ               (2007)               Ｗａｌｌ               Ｓｔｒｅｅｔ               &               Ｔｅｃｈｎｏｌｏｇｙ;               ＩｎｆｏｒｍａｔｉｏｎＷｅｅｋ               Ｗｉｔｈ               ｈｉｇｈ-               ｐｅｒｆｏｒｍａｎｃｅ               ｃｏｍｐｕｔｉｎｇ               ｓｔｒａｔｅｇｉｃ               ａｎｄ               ｃｏｓｔｌｙ,               ｃｏｍｐａｎｉｅｓ               ｐｕｓｈ               ｅｆｆｉｃｉｅｎｃｙ                Ｏｒｉｇｉｎａｌ               Ｄａｔｅ               Ａｐｒｉｌ               16,               2007               Ｒｅｔｒｉｅｖｅｄ               Ｍａｒｃｈ               2,               2009               ｆｒｏｍ               ｈｔｔｐ://ｗｗｗ.ｉｎｆｏｒｍａｔｉｏｎｗｅｅｋ.ｃｏｍ/ｎｅｗｓ/ｓｏｆｔｗａｒｅ/ｅｎｔｅｒｐｒｉｓｅａｐｐｓ/ｓｈｏｗＡｒｔｉｃｌｅ.ｊｈｔｍ                Ｌａｌｅｎｄｌｅ,               Ｌ               (2000)               Ｈｉｇｈ               Ｐｅｒｆｏｒｍａｎｃｅ               Ｗｏｒｋ               Ｓｙｓｔｅｍｓ;               Ｐｅｒｆｏｒｍａｎｃｅ               Ｄｅｖｅｌｏｐｍｅｎｔ               ｓｙｓｔｅｍｓ.                Ｏｒｉｇｉｎａｌ               ｄａｔｅ               Ａｐｒｉｌ               18,               2000               Ｒｅｔｒｉｅｖｅｄ               Ｍａｒｃｈ               1,               2009               ｆｒｏｍ               ｈｔｔｐｓ://ｗｗｗ.ｍｓｕ.ｅｄｕ/~ｌａｌｅｎｄｌｅ/ＨＰＷＳ.ｈｔｍ

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