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This is an MIT Sloan Management Review article.

This is an MIT Sloan Management Review article. Editor's Note: MIT Sloan Management Review first published "The New Practice of Global Product Development"in our Summer 2006 edition. In the article, authors Steven D. Eppinger and Anil R. Chitkara examined state-of-the-art and emerging best practices in global product development (GPD). GPD continues to evolve, and in 2009, we asked Eppinger, the General Motors Leaders for Manufacturing Professor of Management Science at the MIT Sloan School of Management, to update the article with new insights about GPD. His additions are published here along side the 2006 article, annotating the original text.

A new federal law could make it possible for you to manage your own health records - and, in turn, improve your treatment and save money.

Replacing expensive data centers with outsourced computing or remote portable server farms allows businesses to rapidly change capacity and offers flexibility - an important edge.

Describes an IT security crisis, and raises issues of risk management, preparation for crisis, management of crises, computer security, and public disclosure of security risks.

Describes an IT security crisis, and raises issues of risk management, preparation for crisis, management of crises, computer security, and public disclosure of security risks.

Describes an IT security crisis, and raises issues of risk management, preparation for crisis, management of crises, computer security, and public disclosure of security risks.

This case study delves into the challenges faced by CGI, which has just signed an agreement for a major project involving the development of information systems for a client in Los Angeles. We sit in on the meetings of the members of the project team as they make important decisions on the main project management and execution parameters. Part A introduces readers to the actors and the project, while exposing the context and the challenges facing this project. Part B illustrates the decisions made by CGI regarding the project's organization and the competencies of the team members, with a specific focus on the innovative development methodology adopted by CGI in response to the specific characteristics of this project.

This case study delves into the challenges faced by CGI, which has just signed an agreement for a major project involving the development of information systems for a client in Los Angeles. We sit in on the meetings of the members of the project team as they make important decisions on the main project management and execution parameters. Part A introduces readers to the actors and the project, while exposing the context and the challenges facing this project. Part B illustrates the decisions made by CGI regarding the project's organization and the competencies of the team members, with a specific focus on the innovative development methodology adopted by CGI in response to the specific characteristics of this project.

This case describes the evolution of IT management at Alcan during the period from 2006-2007. At that time, IT governance and the IT function itself were undergoing a complete transformation. The case follows the Vice-President of Corporate Information Technology from the time of his arrival at Alcan: his observations on the current state of IT management, his appointment to the position of Chief Information Officer and the development of his new strategic plan for IT management. Part A presents the main features and challenges of IT management at Alcan up until the middle of 2006. Part B continues with the main concepts and elements of the CIO's new strategic plan for IT management. Students are encouraged to reflect on the characteristics, implications and challenges represented by IT management in a large global organization.

This case describes the evolution of IT management at Alcan during the period from 2006-2007. At that time, IT governance and the IT function itself were undergoing a complete transformation. The case follows the Vice-President of Corporate Information Technology from the time of his arrival at Alcan: his observations on the current state of IT management, his appointment to the position of Chief Information Officer and the development of his new strategic plan for IT management. Part A presents the main features and challenges of IT management at Alcan up until the middle of 2006. Part B continues with the main concepts and elements of the CIO's new strategic plan for IT management. Students are encouraged to reflect on the characteristics, implications and challenges represented by IT management in a large global organization.

Many are counting on the adoption of electronic health records to help the health care system save billions of dollars. But to realize IT's promise, hospitals and medical practices need to empower employees.

Executives need to face seven truths about the waste in their IT budgets. Here they are, along with some strategies for managing each one.

The objective of this note is to provide a set of easy, step-by-step guides for some analytical techniques that are useful in the analysis of cases discussed in the course "Competing and Winning through Customer Information" (CWCI). The instructions that follow use datasets from three of the cases in the course: "Slots, Tables, and All That Jazz: Managing Customer Profitability at the MGM Grand Hotel," HBS No. 106-029, "MercadoLibre.com," HBS No. 106-057, and "Bancaja: Developing Customer Intelligence (A)," HBS No. 107-055. These datasets are available upon request from the author.

Describes the development of a business model based on "software as a service" (SaaS) for security solution distributed through Internet Service Providers (ISPs). F-Secure disruptively entered a mature business with dominant players by executing an innovative new service model. The case describes the challenges involved in developing and executing the new service model, and offers students opportunities to discuss the evolving challenges the company faces looking forward.

A member of the integration leadership team must help plan and execute the integration of Delta's information technology (IT) operations into those of Unity. He has been given a time limit of three years and has been charged with removing $60 million of expenses during the process. Half of the savings will come from reducing the number of staff whose roles have been duplicated as a result of the merger. The remaining savings will be achieved through the reduction of associated assets such as hardware, software and property. Irving has many hurdles to overcome, including motivating soon-to-be-made-redundant staff, finding and keeping Delta's star performers, designing the new organizational structure for the technology group, choosing the target IT platform and performing the infrastructure consolidation. This case takes a student through the important decisions in integration projects in order to ensure success in a merger or acquisition, bringing awareness to the execution aspects of these transactions.

Decision Support, Analytics, and Business Intelligence is an eight-chapter book written by Daniel J. Power, Professor of Management Information Systems at the College of Business Administration at the University of Northern Iowa, and published by Business Expert Press in 2013. This revised and expanded edition targets MBA students and management professionals who need to quickly grasp the basics of analytics, business intelligence, and computerized decision support. Major topics include: modern decision support systems (DSS), business intelligence and data driven support systems, predictive analytics and model-driven support, as well as identifying opportunities for decision support. The author addresses 61 of the most fundamentally relevant concepts needed to build a solid understanding of the rapidly changing realm of computerized decision support. The first chapter introduces modern decision support, a broad concept that prescribes using computerized systems and tools to assist in individual, group, and organizational decision-making. The chapter covers the need for decision support, the technical skills and knowledge needed by managers, and provides a historical perspective on decision support. The characteristics of modern DSS are also addressed.

Decision Support, Analytics, and Business Intelligence is an eight-chapter book written by Daniel J. Power, Professor of Management Information Systems at the College of Business Administration at the University of Northern Iowa, and published by Business Expert Press in 2013. This revised and expanded edition targets MBA students and management professionals who need to quickly grasp the basics of analytics, business intelligence, and computerized decision support. Major topics include: modern decision support systems (DSS), business intelligence and data driven support systems, predictive analytics and model-driven support, as well as identifying opportunities for decision support. The author addresses 61 of the most fundamentally relevant concepts needed to build a solid understanding of the rapidly changing realm of computerized decision support. Chapter 2 defines fundamental decision support concepts and associated terminologies. The primary goal of the chapter is to examine the purposes, technologies, and targeted users of DSS, analytics systems, business intelligence, and knowledge management.

Decision Support, Analytics, and Business Intelligence is an eight-chapter book written by Daniel J. Power, Professor of Management Information Systems at the College of Business Administration at the University of Northern Iowa, and published by Business Expert Press in 2013. This revised and expanded edition targets MBA students and management professionals who need to quickly grasp the basics of analytics, business intelligence, and computerized decision support. Major topics include: modern decision support systems (DSS), business intelligence and data driven support systems, predictive analytics and model-driven support, as well as identifying opportunities for decision support. The author addresses 61 of the most fundamentally relevant concepts needed to build a solid understanding of the rapidly changing realm of computerized decision support. In Chapter 3, the author examines the decision support spectrum, including decision automation, five types of decision support systems, basic characteristics of DSS, and computer-supported special studies. A modern, systematic decision support framework that can help better describe decision support needs is summarized

Abstract (Maximum of 2,000 Characters): Briefly describes content of case. Decision Support, Analytics, and Business Intelligence is an eight-chapter book written by Daniel J. Power, Professor of Management Information Systems at the College of Business Administration at the University of Northern Iowa, and published by Business Expert Press in 2013. This revised and expanded edition targets MBA students and management professionals who need to quickly grasp the basics of analytics, business intelligence, and computerized decision support. Major topics include: modern decision support systems (DSS), business intelligence and data driven support systems, predictive analytics and model-driven support, as well as identifying opportunities for decision support. The author addresses 61 of the most fundamentally relevant concepts needed to build a solid understanding of the rapidly changing realm of computerized decision support. Chapter 4 examines a specific category of DSS: business intelligence and data-driven DSS. The chapter addresses data warehousing, key considerations for evaluating a BI data-driven decision support proposal, and best practices for BI reports. Introduction to SQL, pivot tables, and parallel databases are provided.