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INF.- Doing Business 2016. Measuring Regulatory Quality and Efficiency

Over the 13 years since its inception the Doing Business report has become one of the world’s most influential policy publications. It is an annual report on the state of health of economies based on detailed diagnostics not of the relatively more visible features (such as growth) and various macroeconomic parameters (such as the public debt) but of underlying and embedded characteristics—such as the regulatory system, the efficacy of the bureaucracy and the nature of business governance. An economy’s scores on Doing Business indicators are somewhat akin to a mea sure of concentrations of various proteins and minerals in the human blood. They may not seem important to the lay observer, but they have huge long-run implications for an economy’s health, performance and growth....

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INF.- Doing Business 2016

Over the 13 years since its inception the Doing Business report has become one of the world’s most influential policy publications. It is an annual report on the state of health of economies based on detailed diagnostics not of the relatively more visible features (such as growth) and various macroeconomic parameters (such as the public debt) but of underlying and embedded characteristics—such as the regulatory system, the efficacy of the bureaucracy and the nature of business governance. An economy’s scores on Doing Business indicators are somewhat akin to a measure of concentrations of various proteins and minerals in the human blood. They may not seem important to the lay observer, but they have huge long-run implications for an economy’s health, performance and...

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INF.- Getting Fit For Transformation

The other strategy every it leader needs To build advantage, organizations must do more than just change. They must transform. As technology’s role in business becomes ever more important, transformations will increasingly be underpinned by significant technology programs. In such technology-enabled transformations, IT leaders need two different strategies to ensure success. One is a strategy for delivering significant changes, such as digitizing operations, replacing or modernizing systems, and standardizing infrastructure and applications. As part of this strategy, IT leaders must also develop the necessary tactics, multiyear roadmaps, and plans to deliver the technology to support the business trans...

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INF.- The Transformation Trap

The only constant in today’s business environment is unrelenting change. Business models are in permanent flux, as companies swiftly adapt to cope with ever-intensifying globalization and the rapid digitization of industries, not to mention fast-changing customer needs. And there’s no sign that these trends will be abating. This turbulence, which is buffeting every industry and market, means that global corporations must undertake a growing number of increasingly complex cross-border transformations. And these transformations are different from those of the past. Rather than face a single organization-wide transformation every three or four years, companies must deal with an unpredictable number of such initiatives, both small and large, while still conducting their day-to-day business. These efforts usually make heavy demands on the HR function, which is frequently the “engine room” of the transformation...

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INF.- The Art of Performance Management

Recent years have witnessed a radical expansion in the responsibilities of the CFO. Increasingly, CFOs are being called upon not only to get the numbers right but also to be the chief custodian of shareholder value and a genuine strategic advisor to the business. In this respect, the chief financial officer is becoming the corporation’s “chief performance officer.” Unfortunately, most CFOs are poorly served in this role by the current state of their company’s performance management system. The proliferation of information technology has allowed organizations to generate more data and reports than ever before. The paradoxical result, however, is that senior managers and boards of directors are drowning in a sea of data without the tools needed to translate that data into genuine intelligence and insight about the...

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