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public sector organizations Tagged Articles
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My Account
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| In Part 1 of this posting, I shared with you information from my recent interview with Bob Sievert (Director, eProcurement Bureau for the Commonwealth of Virginia). As indicated, Bob had contacted me in response to the Ariba posting (The Ariba Interviews: Re-engineering the Future of On-Demand, August 31, 2007) indicating that their experiences would “fit nicely” with that article. Needless to say, it did in that it emphasized a number of key points including the importance of leading with process understanding versus technological capabilities.
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Cluster Development and the CAC (PWGSC): Facilitator or Competitor?
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| The original intent of my research for this posting was to determine how the global reach of Consulting and Audit Canada (now called Government Consulting Services under the PWGSC banner) could be used as a vehicle to develop strong domestic clusters that could then be leveraged to deliver products and services internationally. |
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Other public sector organizations Related Articles
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3.1.2 Training for the formal sector: Training priorities, resources and reorientation
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| Despite oft-repeated government pronouncements about the need for concerted efforts to improve the skills of the poor, responding to formal sector training needs has remained the top priority for most public sector training institutions during the 1990s. |
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7.5.4 The role of public sector training institutions: Institutional design and capacity building
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| Many believe that public sector training institutions are intrinsically unable to support the training needs of the poor and disadvantaged and that, for this reason, primary reliance should be placed on NGOs and other private sector training institutions. |
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The Bands of Public Sector Supplier Engagement
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| “To really leverage vendor partnerships, solution providers need an in. For the public sector, that entre has to go beyond the program to the individual behind it who understands the market nuances and challenges that can hold partners back.”
From the article 25 Public-Sector Channel Leaders (ChannelWeb Network, March 19, 2007)
In one simple statement within the confines of a single article there has never been a better or more succinct explanation of what plagues public sector procurement practice today. Especially in the area of supplier development and engagement!
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How leadership repeatedly under-mines their most valuable procurement asset
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| At a recent conference in which my Dangerous Supply Chain Myths seminar was introduced to a new audience, I was related a story that was both compelling and disconcerting. Compelling in that it clearly demonstrated a lack of stakeholder collaboration, disconcerting in that it is an occurrence that is played over and over again within public and private sector organizations throughout North America. |
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MERX: An Evolution to a Broader Market (MERX Profile)
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| MERX: An Evolution to a Broader Market (MERX Profile)
“Regardless of the moniker, the majority of government initiative elemental roots can be traced back to the New Public Management (NPM) ideology in which efficiency, accountability, decentralisation and marketisation are the main components or drivers (J.E. Lane, Public Sector Reform: Only deregulation, privatization and marketisation, Public Sector Reform, 1997).
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About.com’s Martin Murray’s post “Non-Profit Organization Suing ERP Supplier” A Sign of the Times?
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| In a white paper that I had written in 2007 titled “SAP Procurement for Public Sector” I had highlighted how the challenges with failed ERP-centric initiatives extended beyond the public sector to include the private sector. The difference as one senior Colgate-Palmolive executive told me shortly after scrapping a failed program was that “unlike the public sector in which a failed initiative becomes front page news, private sector company ERP failures rarely make a blip on the media’s collective radar screen.”
The lack of media awareness notwithstanding, the frequency of failures in the private sector is comparable to the number of setbacks that occur in the public sector. |
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A Revenue Positive Business Model in Public Sector Purchasing (Part 1)
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| The core “philosophy” behind the New Public Management or “NPM” concept (which has been part of the government lexicon since the 1980s), is the belief that a “market orientation in the public sector will lead to greater cost-efficiency for governments, without having negative side effects on other objectives and considerations.”
While there may be merit in the NPM vision, in reality its practical implementation has for the most part been sidetracked into an imitate versus innovate approach. Specifically, the philosophy has been reduced to one of using the same technological platforms and methodologies in the public sector as the ones used in the private sector. |
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Missing files and Tender Entrepreneur Brokers
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| It has now become recognised that an important catalyst to business growth is enabling entrepreneurs to compete on the public procurement market. And it is encouraging that young entrepreneurs are taking on the bottlenecks in the public sector, and developing new applications that equalize information asymmetries and promote transparency whilst combating public sector corruption. |
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The Revised Payment of Gratuity Act - A Boon for Private Sector Employees
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| Employees of private sector organizations have a reason to smile. Government of India will be revising the ceiling on gratuity payable and increase it from 3.5 lakh to 10 lakh rupees. The main behind considering this revision proposal has been to bridge the disparity between private sector and government sector employees. |
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Public Sector Pensions: Why “Fixing the Problem” IS the Problem
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| Dramatic increases in public sector pension liabilities at a time when state and local governments have seen their revenues shrink drastically have resulted in an explosive backlash against public sector unions and the workers they represent. |
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