falling blossoms

Displaying 1-2 of 2 results

  • White Papers // Oct 2010

    The Marshall Model of Organisational Evolution

    Ad-hoc organisations are characterised by a belief that there is little practical value in paying attention to the way things get done, and therefore few attempts are made to define how the work works, or to give any attention to improving the way regular tasks are done, over time. The...

    Provided By falling blossoms

  • White Papers // Oct 2008

    All Executives Are Unethical Doing the Right Thing: The Moral Case for Rightshifting

    Nowadays, the profitability - even the very survival - of most organisations relies on the ability to consistently produce (or acquire) software-intensive technology at an economic cost, and then integrate that technology into their Lines Of Business (LOB). Yet few organisations ever give much thought to building and growing their...

    Provided By falling blossoms

  • White Papers // Oct 2008

    All Executives Are Unethical Doing the Right Thing: The Moral Case for Rightshifting

    Nowadays, the profitability - even the very survival - of most organisations relies on the ability to consistently produce (or acquire) software-intensive technology at an economic cost, and then integrate that technology into their Lines Of Business (LOB). Yet few organisations ever give much thought to building and growing their...

    Provided By falling blossoms

  • White Papers // Oct 2010

    The Marshall Model of Organisational Evolution

    Ad-hoc organisations are characterised by a belief that there is little practical value in paying attention to the way things get done, and therefore few attempts are made to define how the work works, or to give any attention to improving the way regular tasks are done, over time. The...

    Provided By falling blossoms