Page 45 - DCAP601_SIMULATION_AND_MODELING

Unit 2: Simulation of Continuous System (I)

When we are processing the same thoughts repeatedly every day, the mind that is created Notes
from the same stimulation of the same neural networks will become automatic, unconscious,
routine, familiar, common, and more habitual, the author reasons.
He argues that the neural networks we form from our repeated thoughts, actions,
behaviours, feelings, emotions, skills and conditioned experiences are etched in the brain's
hardware and they become 'an effortless, unconscious response stimulated by our
environment.'
Healthy Study

Strategy Alignment
The success of a software application depends upon how it fits into the IT (information
technology) strategy of the company, observes Pradeep Hari Pendse in Business Analysis:
Visualizing business processes and effective software solutions ( www.phindia.com).
He finds that organisations that are not very IT savvy tend to take up IT applications that
are not necessarily part of the business strategy, even as organisations that are business
leaders tend to pick up new technology as also apply it effectively to business strategy.
"Where the application is a crucial part of the organisation's business strategy, the BA
(business analyst) can expect a much higher level of commitment from the clients' top
management as well as users at all levels. This greatly enhances the chances of success of
the application and reduces the client-related risk factors for the application."

Pendse advises BAs to understand how CIOs (chief information officers) of the organisation
have arrived at a focus on a particular application.
"The BA could use the same frameworks to project the CIO's strategic concerns and be able
to propose solutions in a manner which would tend to get the CIO's mindshare."
Useful Guidance
Talent investment

IBM fills key positions with top-notch people, and takes steps to hold these 'A players' to
high standards through an explicit process to determine the factors that differentiate high
and low performance in each position and then measure people against those criteria.

"The company last year developed a series of ten leadership attributes - such as the abilities
to form partnerships with clients and to take strategic risks - each of which is measured on
a four-point scale delineated with clear behavioural benchmarks," informs a December
2005 article included in Harvard Business Review on Talent Management
(www.tatamcgrawhill.com).
Drawing on the strengths and weaknesses revealed in their evaluations and with the help
of tools available on the company's intranet, people in IBM's A positions are required to
put together a development programme for themselves in each of the ten leadership
areas, the authors continue.
To support the disproportionate investment made in developing talent, the compensation
system is also disproportionate. "Today, annual salary increases go to only about half the
workforce, and the best-performing employees get raises roughly three times as high as
those received by the simply strong performers."
Contd...

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