This is a curated collection of resources from StartSmart Consulting. Explore insights and tools beyond traditional management consulting, emphasizing a data-driven and results-oriented approach. Here you’ll find:
Whether you’re a C-suite executive, investor, or business leader, these resources provide valuable knowledge and practical guidance for maximizing shareholder value in today’s dynamic market.
This article explains why e-Business continues to challenge traditional organizations. It explores the historical misplacement of e-Business functions in IT and marketing, the myths that distort strategic thinking, and the urgent need for structural realignment to avoid becoming obsolete.
This article explores the structural shift e-Business requires—from faster, personalized customer experiences to tightly integrated back-end systems. It highlights how customer expectations, short product life cycles, and real-time service pressure organizations to adopt entirely new models rather than repurpose old ones.
This article introduces universal organization design principles and applies them to e-Business. It explains how business models—not best practices—should guide structure, and explores the role of segmentation, customer centricity, and cross-functional integration in building an agile digital organization.
This article breaks down the three dominant e-Business organizational models—centralized, decentralized, and hybrid—evaluating their pros and cons. It provides a practical framework to help businesses select the right structure based on maturity, industry pace, and business model alignment.
Project Portfolio Management is a critical concept and tool for IT Managers. Have you cut through the hype so you can use this tool?
This article explains how organizations can package their core competencies into knowledge-based e-business models. It explores examples like Dell and Progressive, explains how to digitize value chains, and shares strategic decisions for implementation depth and experience design.
The disconnect between business and IT is often lamented. A lot is spoken and written about this chasm. Ostensibly, a lot is done to bridge it. Yet, most would agree the chasm still exists.
More often than not, “first impressions” make all the difference. Your opportunity to make this critical “first impression” on an IT Strategy project is with the “kick off” communication. Are you hitting it spot on? Or, are you busily creating a disaster for yourself and your organization?
This post breaks down the five questions your IT strategy kickoff communication must answer—from objectives and accountability to engagement and follow-up.
This post outlines common pitfalls in IT strategy kickoff communications—like vague goals or overcommitment—and explains how to prevent them with strategic clarity.
