U.S. e-commerce is expected to reach about $434.2 billion in 2017, and continue to grow at a rate of 14% over the next 4 years. The key to being a part of this growth is having an effective e-commerce strategy in place.
To be effective, an e-commerce strategy should be part of an organization’s overall strategy. This seems obvious enough, but rarely is it the case. Organizational dynamics often get in the way.
What are the root causes that lead some project teams to operate well, while others struggle? Underperforming project teams may result from a weak change management plan, lack of talent on the project team, or insufficient stakeholder support, among other factors.
In my view, all of these issues boil down to poor alignment.
There is ample evidence that, in general, “software customizations are bad.” (So much so you might have nightmares where software customizations are vampires, haunting you, refusing to die in peace.)
But consider the other side of the coin: the risk of an organization going along with canned software functionality. This can downgrade an organization’s business practices to “average,” causing them to lose out on opportunities to improve performance.
When you think of Lean Six Sigma, what is the first thing that comes to mind? For most people, it is associated with manufacturing organizations. This was true in the past, but today organizations outside of manufacturing have adopted the Lean Six Sigma framework for continuous improvement. These organizations can be found in a diverse set of industries, including services, financial, healthcare and nonprofit.
Just about any organization that has processes can put Lean Six Sigma to work. You might ask, doesn’t every organization have processes? The answer is YES, and more importantly, every process has some form of waste.