Si anul acesta ne-am adunat sa sarbatorim sfarsitul de an, dar mai ales sa ascultam continuarea Povestii de Craciun, de Charles Dickens, citita de colegul nostru Anton.

Vom lasa imaginile sa va spuna mai multe despre atmosfera de la aceasta reuniune. Va invitam sa le vizualizati aici sau in sectiunea Evenimente.

Tot la sfarsit de an s-au desemnat si castigatorii campionatelor sportive. Ii felicitam pe colegii nostri si le dorim tuturor sa aiba mult spor la antrenamentele pentru editiile urmatoare.

- Campion Ping-Pong: Alex Boerescu
Finalist: George Berghezan

- Campion Biliard: George Berghezan
Finalist: Claudiu Marinescu

- Campion Fusbal: Anton Nicolae
Finalist: Marius Ilie

Sarbatori fericite si La multi ani!

In cadrul evenimentului "Enterprise 3.0 - Concept & Tehnologie", organizat pe 2 noiembrie 2010, ne-am propus sa prezentam o noua perspectiva de management, cu ajutorul careia partenerii nostri obtin avantaje competitive intr-un mediu de afaceri in continua schimbare. Ne-am concentrat pe intelegerea fundamentelor conceptului de Enterprise 3.0, in relatia cu practica de afaceri si cu abordarea de consultanta a Enterprise Concept. Demonstratiile si exemplele oferite de TIBCO Software au evidentiat modalitati prin care se actioneaza eficient si in timp real. Am concluzionat cu o provocare adresata industriei de tehnologia informatiei: Democratizarea Software-ului.

Acest eveniment s-a desfasurat pentru a transmite idei, pentru a crea si dezvolta parteneriate de inovatie. Un aspect important pe care l-am transmis este acela ca Enterprise Concept a pornit acum 5 ani, in data de 2 noiembrie de la o misiune: de a unifica logica de business cu zona de IT din cadrul companiilor. Am reusit sa trecem de acest obstacol, combinand standardizarea cu creativitatea si cu profesionalismul echipei de consultanti.

Va invitam sa consultati prezentarile de la eveniment aici, precum si o selectie de fotografii aici.

Mai jos veti gasi o scurta descriere a principalelor teme, precum si agenda evenimentului.

Atunci cand am vazut acesta prezentare inspirationala (la recomandarea D-lui George Cretu, CEO), am realizat ca pot construi orice mesaj pornind de la modelul descris de Simon Sinek.

Puteti vizualiza clipul video accesand urmatorul link: http://www.youtube.com/watch?v=qp0HIF3SfI4

Simon Sinek: How great leaders inspire action, Ted Talks

"Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?" His examples include Apple, Martin Luther King, and the Wright brothers -- and as a counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling. "

The reasons for writing this article are the importance to know the rules of corporate blogs and the tips for writing a successful one.

First, let’s define what may be a corporate blog.

According to Wikipedia, “A corporate blog is a weblog published and used by the organization to reach its organizational goals. Although there are many different types of corporate blogs, most can be categorized as either external or internal.

An internal blog, generally accessed through the corporation's Intranet, is a weblog that any employee can view. An external blog is a publicly available weblog where company employees, teams, or spokespersons share their views.”

How our corporate blog started?

Pentru mai multe detalii, va rugam accesati sectiunea Cariere.

When we are confronted with this question, “Does BPM implementation involve a cultural change in our organization?”, we tend to answer affirmatively, because BPM means a change of perspective in how company processes are working.
But if we analyze closer the two syntagms, BPM and Organizational Culture, we remember the classical “Chicken or Egg” dilemma ("which came first, the chicken or the egg?").

The organizational culture was defined (Hill and Jones, 2001) as “a certain sum of values and norms that are shared by individuals and groups in an organization and that control the way they interact with each other and with the organizational environment.”
They state also: “The organizational values are beliefs and ideas about the type of goals and how appropriate they should achieve. The values of the organization develop standards, guidelines and expectations that determine an appropriate behaviour of the employees in particular situations and control the behaviour of organizational members to one another“.

Business process management (BPM) is a systematic approach to improving an organization's business processes.

My presumption, in terms of our dilemma, is that the Organizational Culture is the Chicken, and BPM is the Egg.  Because:

When you hear for the first time about BPM, it’s possible to consider it just an acronym - like most in the technology area. After identifying the complete name of this acronym, Business Process Management, you may start to be curious.

This happened in my case, when my collaborator Anton started to explain to me, in a friendly and non-technical manner, this concept and how it is actually implemented in the Enterprise Concept projects.

According to Wikipedia, “Business process management (BPM) is a management approach focused on aligning all aspects of an organization with the wants and needs of clients. It is a holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology.”

You might be also familiar with Enterprise Concept’s definition: “Business process management (BPM) is a systematic approach to improving an organization's business processes. BPM activities seek to make business processes more effective, more efficient, and more capable of adapting to an ever-changing environment. BPM is a subset of infrastructure management, the administrative area of concern dealing with maintenance and optimization of an organization's equipment and core operations.”

Let’s say that now we have a first impression about BPM, and we may start consider the value of this concept important because it provides three important benefits: efficiency, effectiveness and agility, to  every company.

For the moment, while defining and analyzing the benefits of BPM, we are positioned in the present. But what about the past and the future of this concept?

Marcus Aurelius thought about the importance of the past in creating the future:”Look back over the past, with its changing empires that rose and fell, and you can foresee the future, too.”

So let’s hear the BPM voices from the past!

Omul ca fiinta sociala in spatiul real si in spatiul virtual. Motivatia si beneficiile apartenentei la retelele sociale.

Arhitectura Orientata pe Servicii (SOA) este un grup de servicii care comunica intre ele. Procesul de comunicare implica atat schimburi simple de date intre un furnizor de servicii si beneficiarul acestora, cat si un sistem complex de sisteme intre doi sau mai multi furnizori. Inter-comunicarea implica gasirea unor legaturi de conectare a doua sau mai multe servicii intre ele.

Scopul Business Process Management (BPM) este imbunatatirea proceselor de business ale unei organizatii printr-o abordare sistemica a acestora. Activitatile de BPM isi propun sa tranforme procesele de afaceri, astfel incat sa devina mai eficace, mai eficiente si mai capabile sa se adapteze unui mediu in continua schimbare. BPM reprezinta un sub-set al managementului infrastructurii, deoarece se axeaza pe intretinerea si optimizarea sistemelor si operatiilor centrale ale unei organizatii.