Payroll companies are urged to buy software that scores employees' behaviour. I think the larger gains come from redesigning the few workflows in which one person can move money or read personal data alone, and from narrowing who can open each client at all.
Payroll companies are urged to buy software that scores employees' behaviour. I think the larger gains come from redesigning the few workflows in which one person can move money or read personal data alone, and from narrowing who can open each client at all.
Most software rationalisation programmes are sold to boards as cost reduction. In a company that processes other people's personal data, the more valuable register records where that data goes, and the savings follow from it.
In many technology acquisitions the CIO's due-diligence findings arrive as an integration budget after the price is agreed. They belong in the deal terms, as holdbacks, conditions and pre-closing work, because that is the last moment at which the buyer can bargain for them.