Monthly Archives

March 2014

Information Governance: Evolution, not Revolution

By | Business Intelligence, Data, Strategy

We are in a time where more and more companies recognize that data is a valuable asset which can provide evidence-based support to decision making in all aspects of their business. Companies also recognize that, as technology rapidly evolves, there are a growing number of both internal and external data collection channels.

With an ever-increasing volume and variety of data comes the challenge of ensuring data is clean, contextual, available, and timely.  For many companies these challenges are daunting, and, while establishing an Enterprise Information Governance function can help, it can easily become resource intensive and overwhelmingly expensive.  One key to implementing an Information Governance Organization successfully is to aggressively manage scope down to only the most valuable and manageable activities. 

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Case Study: Bringing Change Management to Higher Education

By | Business Process Optimization, Change Management, IT Implementation

We recently partnered with one of the world’s oldest education institutions to lead them through a technology and process change that affected every corner of the school, from a student’s desk to the ice rink’s Zamboni. At SEI, we believe that every client situation requires a unique approach, and this project was no different. In this case, it was critical to help the client understand what is being accomplished today and how the proposed changes would not only positively affect their day-to-day activities but also their long-term financial objectives.  We were brought in to assist with the implementation of an Enterprise Asset Management System (EAMS) to track and depreciate equipment and fixed assets throughout the disparate areas and schools of the institution. 

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Finally! A Consulting Firm that Trusts its Consultants

By | Collaboration, Consultancy, Culture

I have now worked as an IT consultant for the majority of my career, and seen many different types of engagements first-hand. The ones based on mutual trust are undoubtedly the most rewarding. So what does it take to become a trusted advisor? My colleague, Joe Combs, recently wrote about the traits and habits that help to build trust in the client-consulting relationship. I think every consultant agrees with the importance of having this trust, which is why it continues to baffle me that so many consulting firms choose to unbalance the trust equation when it comes to their employees.

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Trust Based Engagements

By | Consultancy, Culture, Ownership

I’ve learned a lot in my professional career. While much of it has been hands on skills, the greatest lessons and the greatest growth have come as I’ve mastered the intangibles of being a solid professional. At a recent staff meeting, consultants from our Cincinnati office spent some time after we had covered the usual business at hand to do a deep dive on what makes a good consultant, one who provides true value to the client. With a little help from some reading material (refer to footnote) that some of us had recently reviewed, we arrived at several key ingredients for a trust based relationship:

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