• Consolidating customer analytics at Mobistar - Pragmatic project management in Business Intelligence. (Part A)

      De Hertogh, Steven; Janssens, Mark; Viaene, Stijn (2011)
      Library managers are continuously urged to provide better library services at a lower cost. To cope with these cost pressures, library management needs to improve its understanding of the relevant cost drivers. Through a case study, we show how to perform time-driven activity-based costing for a library acquisition process in a Belgian university and provide evidence of the benefits of such an analysis.
    • Designing IT supply at Fedex express EMEA - part A & B

      Viaene, Stijn; De Hertogh, Steven (2008)
    • Enterprise-Wide Business-IT Engagement at FedEx Express EMEA (Part A)

      Viaene, Stijn; De Hertogh, Steven (2010)
      This is part of a case series. In 2003, Rob Carter, CIO of international express courier FedEx, launched the 'Six by Six' (6x6) IT transformation program: a major rationalization and centralization effort to improve FedEx's IT service delivery to its business partners. This teaching case deals with the 6x6 efforts made by the IT department for Europe, Middle East, Indian sub-continent and Africa (EMEA). The case focuses on two objectives of the 6x6 program: (a) creating a consistent IT environment, and (b) increasing delivery bandwidth to the business. Historically, FedEx Express in EMEA had granted high levels of empowerment to local business and IT people. Moreover, FedEx had always supported a 'can-do' mentality in both business and IT people. Consequently, the IT department was expected to keep the enterprise systems architecture resilient and supportive of longer-term enterprise growth, while keeping the IT development pipeline aligned with the often unpredictable stream of requests from empowered business constituents. The story begins in 2007, when a new Vice President (VP) for IT was appointed for the region. Part A deals with the IT department's efforts to set up a central systems architecture and IT resource estimation review process.
    • Shadow or not? A business intelligence tale at KBC - Part A

      Viaene, Stijn; De Hertogh, Steven; Lutin, Luc (2008)
      This is part of a case series. Mark Casselman, in charge of commercial processes and systems for KBC retail banking operations, was troubled. The chief information officer had recently appointed a manager to size up the business intelligence (BI) activities at KBC in order to professionalise the BI environment. Mark was worried that the retail information exploitation network, a virtual network of information exploitation profiles that had grown seamlessly within retail over the last couple of years, would be under siege. He feared it would be dismissed as mere shadow IT, but was ready to fight. Mark was adamant about the network's value for home market competition
    • Shadow or not? A business intelligence tale at KBC - Part B

      Viaene, Stijn; De Hertogh, Steven; Lutin, Luc (2008)
      This is the second of a two-case series (909-003-1 and 909-004-1). Mark Casselman, in charge of commercial processes and systems for KBC retail banking operations, was troubled. The chief information officer had recently appointed a manager to size up the business intelligence (BI) activities at KBC in order to professionalise the BI environment. Mark was worried that the retail information exploitation network, a virtual network of information exploitation profiles that had grown seamlessly within retail over the last couple of years, would be under siege. He feared it would be dismissed as mere shadow IT, but was ready to fight. Mark was adamant about the network's value for home market competition