IDC PeerScape : CoE(Centers of Excellence)에서 팀 관리 향상의 프랙티스

This IDC PeerScape explores several examples of how successful organizations developed centers of excellence that met or exceeded expectations and how they addressed the challenges surrounding COEs. It examines how each organization:Identified the best leadership and team members to assign to a center of excellenceDetermined the skills and traits needed among membersManaged team members' roles and performanceDetermined best rotation practices and durations for team membersEvaluated the individual and collective contributions of team membersDefined and measured success from the COE efforts"There are many factors to consider with regard to the management of a COE team, from selling the staffing plan to executives to identifying the skills needed, choosing the right people, and measuring success," says David Weldon, adjunct research advisor for IDC's IT Executive Programs (IEP). "The organizations we spoke to have figured out how to get it done right."

IDC PeerScape Figure

Executive Summary

Peer Insights

• Practice 1: Promote the Ability of a COE to Boost Efficiency, Productivity, Innovation, and Profitability
  • Challenge
  • Examples
    • COUNTRY Financial
    • Zimmer Biomet
    • City of Oakland, California
  • Guidance
• Practice 2: Provide Personnel in Sufficient Numbers and with Needed Skills and Monitor How Needs Change Over Time
  • Challenge
  • Examples
    • COUNTRY Financial
    • Zimmer Biomet
    • City of Oakland, California
  • Guidance
• Practice 3: Assign Leaders with Business, Tech, and People Skills and Rotate or Assign Team Members for Limited Durations
  • Challenge
  • Examples
    • COUNTRY Financial
    • Zimmer Biomet
    • City of Oakland, California
  • Guidance
• Practice 4: Measure Success by Improved Business Processes, Technology Capabilities, Employee Productivity and Performance, or Profitability
  • Challenge
  • Examples
    • COUNTRY Financial
    • Zimmer Biomet
    • City of Oakland, California
  • Guidance