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The CFO Playbook on Growth: How CFOs Can Boost Efficiency and Performance with Automation

"Today’s growth companies have a plethora of technology at their disposal: cloud, mobile, and analytics to name a few. How can strategic CFOs use this consumer-oriented technology to pave the way for business growth?"
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A Middle-Market Business Leader’s Guide to Continuous Improvement

"Too many middle-market companies focus on the mechanics of continuous improvement, when they should be changing their culture. Vincent Piccione (CEO and co-owner) and Gerry Mendelbaum (consultant) worked together to change the culture of Alfred Angelo (AA) into an operationally excellent middle-market company."
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Comments on What Disruptive Trends Will Have The Greatest Impact On IT In 2013?

"I agree that cloud and by inference SaaS is making a bigh difference in computing models, especially of small and mid-sized companies. This should become increasingly the case as providers add to their capabilities and more established providers enter this space. I think that IT security will become a huge issue in the coming year, going beyond securing databases and extending to securing the applications themselves. Recent headlines about Chinese hacking are the tip of the iceberg. But they are raising the concious level of senior executives. And whether its foreign countries, industrial espionage, terrorists, or just plain bad guys, hacking is likely to become an ever larger story. Manufaturers are likely to have to deal with someone hacking into the process controls that run their factory equipment. Warehouses will worry about ASRS systems. Etc. The move to cloud and SaaS will only increase this challenge as presumably instead of having to hack the systems of individual companies, someone could now hack into the SaaS system used by many companies. Of course the offset to this challenge is that in general providers of cloud services can afford to have better security than an individual company might. But I expect the issue if IT security to get lots of press and impact the IT strategies and spend on many companies and agencies."
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Comments on Outsourcing Helps Small Firms Pack Big Punch

Gerry Mendelbaum 12/11/2012 09:01 AM
"I think your opportunities are spot on. Frankly, the technology to do this at one level or another has been around for a long time but while it may be happening with Forbes and others, industrial companies have not really moved in this direction. I think there are several underlying constraints that are getting in the way: US anti-trust laws that can be interpreted as barring collaboration by companies in the same industry IP protection that gets in the way of sharing knowledge between Tier 1 and tier 2 companies and/or collaborative efforts by companies that could "steal" technologies, designs or ideas Competitive issues that get in the way of collaboration. The failed attempt at creating an Automotive procurement exchange (Covisint) which failed for a number of reasons including the realization that sharing procurement info could be used for competitive purposes like future volume forecasting and costing. So I think there a several constraints that will make knowledge sharing across organizations more difficult than the technology might imply. Perhaps, you may want to think about these issues within the context of large multi-division/national corporations where the above constraints may be more political the real. For instance, could a large multi division corporation use collaborative information in areas like design, procurement and customer service? Say several divisions make products that require electric motors. Is it really necessary for each to design, source and procure the same/similar motors from the same or different vendors? If one product is experiencing unexpected field failure of the motor might it be useful if other divisions knew about that? Etc. I think the same opportunities that you suggest as "Process Strategy 2.0" might be relevant here without the external constraints."

Bradford Power 12/14/2012 10:10 AM in reply to Gerry Mendelbaum
"Many organizations react with great concern about protecting their intellectual property and have the anti-trust concerns you mentioned. For example, I was at a meeting of oil traders, and they had lawyers in the meeting whose job was to make sure they didn't share anything they shouldn't. On the other hand, you have Toyota and other companies with a learning orientation who are quite happy to host anyone, even their competitors, because they know how difficult it is to emulate their whole culture and management system. As companies look to outsource more of what they have done themselves, they will need to get better at being more collaborative and trusting, not anti-trusting?"
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Outsourcing Helps Small Firms Pack Big Punch

“While outsourcing can be a growth vitamin, small-to-midsize companies must ask three questions before taking the plunge.”
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Camber Advisors Discusses Five Best Tactics For Valuing IT

"Top M&A consulting firm recommends treating IT as a business asset and an opportunity to increase the value of a business unit"
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5 Ways to Build IT Strategic Business Value

"Managing partners Gerry Mendelbaum and Mark Neibert at, Camber Advisors, a private equity consulting firm focusing on mid-market, often struggle with this perception as they work with their private equity investor clients when buying and selling business assets. But don’t blame IT; it might not be its fault."
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How to Value IT—Five Suggestions to Start

"For many CFOs, IT is a costly pain in the you-know-what. Annoyance factors aside, it is important for the CFO to make a realistic assessment of the value of IT. This is particularly important both when considering a sale/acquisition or when strategizing and planning internally. In short: how do you treat IT, as a business asset or a liability?"
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Private Equity Portfolio IT Driver of Value or Cost Drain?

"Information Technology has become key to unlocking value and realizing acquisition investment potential. Unfortunately, IT is often underplayed, overlooked or viewed merely as a cost reduction target by private equity firms both during and after the acquisition process."
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