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Peter FingarBusiness Strategy, BPM and Globalization Advisor at PeterFingar.com |
| Contributions |
| Books |
| Contributions |
| Video: Cloud Computing: Its Impact on Business |
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November 19 2010
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An 8-minute screencast explaining the impact of cloud computing on business... It's not about IT on demand; It's about business innovation! |
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Article: Whither the CIO?  |
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June 22 2010 - BPTrends
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In an environment where customers are increasingly turning to Social Networks for information required to make purchasing decisions, and where internal business units are increasingly turning to Cloud service providers for the resources required to get work done, what is the role of the CIO? Peter sees the next generation CIO as a strategic agent for business transformation. |
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| Podcast: The Business Technology rEvolution: Whither the CIO? |
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June 22 2010
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A 19-Minute Podcast |
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Article: Enterprise as a Service (EaaS) - That’s Where BPM Comes In |
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April 23 2010 - BPTrends
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Are you in the Larry Ellison camp and wonder, “What the hell is cloud computing?” And furthermore, do you wonder, “What does it have to do with BPM?” If these are questions you’ve asked in the middle of all the hype around cloud computing, Peter offers some answers. Read his Column for his take on how BPM sets enterprise cloud computing apart from consumer cloud computing and why it will provide a competitive advantage, in the 21st century, to companies that embrace it. |
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Article: Social Networks, Innovation and the MITH Myth |
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February 23 2010 - BPTrends
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Fingar turns his attention to the compelling topic of social networks and their relevancy to the changing role of information technology in business. He sees social networks not as time-wasters but as a new source of business intelligence - places where work gets done and innovation is born. Your boss may not agree, but you should read Peter’s Column and form your own opinion. |
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Article: Cloud Computing: It’s About Management Innovation |
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December 19 2009 - BPTrends
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Fingar describes the power of process-driven Cloud Computing and suggests that organizations taking a wait and see attitude are traveling at their own risk. In fact, he posits that the best way to undermine your competitors is to tell them that Cloud Computing is just a bunch of hype. |
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| Video: Clouburst 2009 |
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October 23 2009
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International Cloud Computing Conference in The Netherlands |
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Article: Service Process Management (Feature) |
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October 23 2009 - BPTrends
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Service Process Management |
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| Article: The Gathering Storm: Get Your Head Into the Clouds |
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July 23 2009 - TechTarget's IT Knowledge Exchange
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Read an Excerpt from Dot.Cloud. |
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| Article: Dot.Cloud – Business Platform for Our Century |
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July 22 2009 - CIO Magazine
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A platform for global real-time collaboration is inexorably changing the way business operates. An interview with the author of Dot.Cloud. |
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| Article: Cloud Computing Set to Change Roles in IT |
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June 19 2009 - Tech Target's IT Knowledge Exchange
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A brief history of the evolution of technology and the introduction of cloud computing. In the past, information technology was about productivity, now it's about collaboration, a shared information base and collective intelligence - the wisdom of crowds, social networks and cloudsourcing of unimaginable computing power, all in the hands of everyday people. |
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Article: Cloud Oriented Business Architecture |
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June 19 2009 - BPTrends
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Cloud Computing makes it possible to create new business platforms that can enable companies to change their business models and collaborate in powerful new ways with their customers, suppliers, and trading partners - stuff that could not be done before. What that stuff is, is up to entrepreneurs and intrapreneurs. But no doubt there are cloudy new Amazons and Googles hard at work, and they will no doubt teach the business world new lessons. |
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Article: The Business Process Platform in the Sky |
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March 19 2009 - BPTrends
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BPM will no doubt become BPM as a Service (BPMaaS). This trend could be similar to what client/server is to IT, where the IT staff has choices over what is to be handled by the server versus the client. By embracing the Cloud (Cloud Computing infrastructures, platforms, and services), a company can have choices over the best way to implement and manage Private, Public, and Collaborative process types. |
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Article: The Process-Managed Org Chart: The End of Management and the Rise of Bioteams |
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January 15 2009 - BPTrends
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An overlay of end-to-end process management onto existing functional organizations has its rough edges, to say the least. In fact, the transformation to a process-managed enterprise could really mean the End of Management, as we know it. Here is an overview of what a process-managed org chart might look like. |
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Article: Get Your Head in the Clouds |
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February 15 2008 - BPTrends
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An overview of what's driving the growth of Cloud Computing and how this new capability is driving the need to manage these advances as a unified Cloud. |
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| Books |
April 23 2010 We are witnessing the third seismic shift in information technology over the past fifty years. First it was centralized computing with mainframe computers then client-server computing driven by networks and PCs. Now it’s Cloud Computing, a computing model with game changing economic and innovation implications that promises to have a huge impact on business. Written by industry veterans with a combined leadership experience of over 100 years at the intersection of business and technology, Enterprise Cloud Computing provides strategic insights, describes the breakout business models and offers the planning and implementation guidance business and technology leaders need to chart their course ahead. |
February 23 2009 In Dot.Cloud business strategy expert and former CIO, Peter Fingar, explains the main ideas of cloud computing and brings together the ideas of the movers and shakers who are actively building the Cloud. This book is about the Business of Cloud Computing and how it portends for business, transformation in the ways companies are managed, and business models for the 21st century. The Author discusses how companies carry out their work in the Cloud instead of office buildings and skyscrapers, and how they manage their business processes in the Cloud. The book also talks about human interactions in the Cloud, and about the end of management and the rise of self organizing, self-managed Bioteams. |
October 22 2006 This book is an authoritative analysis of how third-wave business process management (BPM) changes everything in business and what it portends. A process-managed enterprise makes agile course corrections, embeds Six Sigma quality and reduces cumulative costs across the value chain. It pursues strategic initiatives with confidence, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion. With the third-wave BPM breakthrough and its solid mathematical underpinnings, business processes can now be unhindered by the constraints of existing IT systems. This book will help your business become the company of the future, the real-time enterprise, the fully digitized corporation - the process managed enterprise. |
March 22 2006 In this book, Peter Fingar and his colleagues from around the globe sound a penetrating wake-up call to governments, companies and individuals alike. Bringing great urgency to the book's pages, Fingar makes it clear that we are not on the brink of a great transition - we've already crossed the threshold to a new economic world order. He reveals the 5 key drivers and 16 new realities of extreme competition that are hidden in plain sight. This book begins where Thomas Friedman's book, The World is Flat, leaves off and offers concrete suggestions for action. Indeed there is a next big thing in business, but it's not about dot-com booms; it's about operational innovation and business transformation, driven by the emergence of a wired world. |
October 22 2004 This is a book about new sources of competitive advantage. It's about operational transformation, time-based competition, and flawless execution of business strategy. Drawing on years of front-line experience across many industries, Fingar and Bellini explore what GE, Wal-Mart, Virgin Group, Toyota, JetBlue, Dell, Progressive Insurance, Amazon, and other pioneers have done to change the game in their industries. The authors show that deep structural changes - made possible by business process innovation - have enables these companies to reinvent the fundamental ways they operate their businesses. |
January 23 2001 Now that doing business on the Internet is reaching the mainstream, it’s no longer e-business or e-commerce - it's just business and commerce. This book signals the death of the e-hype and the beginning of the real work of building hyper-efficient, hyper-effective corporations that will continue to thrive in the years ahead. The book systematically disassembles an enterprise's business processes, core competencies, and value chains; then reassembles them into dynamic customer-driven value webs and business ecosystems. Along the way, the authors explain the emerging business models of the electronic marketplaces, peer-toper commerce, e-hubs, B2B exchanges, auctions, wireless applications, m-commerce, intelligent agent technology, B2B consortia, collaborative commerce, digital strategies, essential technologies and Web-services. |
January 23 2000 This comprehensive guide takes a holistic view of business and technology, enabling CEOs, COOs, CTOs, CIOs and project development teams to move into their e-Commerce initiatives. Unique among the many books written about e-Commerce and e-Business, this book takes on the challenges and issues of enterprise-class electronic commerce - a completely new infrastructure for a whole new way of doing business. It addresses the requirements of large-scale, mission critical applications where agility, scalability, reliability, extensibility, interoperability and integration with heterogeneous legacy systems are essential. The book shares insight from the author's pioneering work with Fortune 1000 companies. It's the one reference business and technology practitioners need to map the road ahead - and then act decisively. |
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