Monthly Archives

May 2013

Know before you go – Finding the right vendor partner

By | Vendor Management

At SEI, we get to do the right thing on a number of fronts every day. One in particular happens when our clients engage us to determine and implement the right, long-term solution for them – not just a generic ‘best practice’. In the cases where the solution is vendor-based, we emphasize making a true vendor partnership by being purposeful, deliberate and pragmatic in the selection process.  By doing this, we have found that our clients and their prospective vendor partners are able to get a true sense for what the implementation and on-going relationship will really be like before they make that mutual, long-term commitment.

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Beware of Interview Help Snake Oil!

By | Interview Process

One of the great features of the SEI interview process is that it is run almost entirely by SEI consultants. We are not recruiters working off a template of questions – we are actual consultants talking with people who, if hired, will become our peers in this company. This is an invaluable opportunity for a candidate to learn about SEI from the inside out, and make sure that SEI is what he or she is really looking for. Candidates see that our interview process is far from a drawn-out barrage of questions thrown at them. We’ve all heard the term “two-way street” applied to the interview process before, but let’s face it: sometimes one side of the street is much narrower than the other.

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Key Lessons for Initiating Any Cross-Functional System Implementation

By | IT Implementation, Project Management

I’m often asked what industries SEI serves, and while there’s certainly a focus on banking, healthcare, and academia in Boston, collectively SEI consultants have experience in virtually all industries. With this range of experience, SEI understands that the standard lessons learned in project management apply to all large, cross-functional implementations.

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Don’t hate, advocate!

By | Culture

For several years, I’ve heard the benefits of mentorship and advocacy touted at professional seminars.  I’ve been taught that professional growth happens most when you have a mentor or advocate.   During my career I have had several mentors, of varying benefit.  So on beginning work at SEI and being assigned an advocate (see last week’s post by Mark Oreszko), I was eager to learn more.  I knew the basic description and purpose of an advocate – their primary goal is to act in your best interest internally and to act as a resource when one is needed to navigate new waters. But I wondered how realistic that was…would the reality match the claims?

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