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M Corp Releases Engine To App Store and Google Play

M Corp has released a free mobile application called Engine to Apple’s App Store and Google Play. Designed to identify areas of focus and potential roadblocks before project execution, Engine provides organizations with an overview of their strategic initiatives in the form of shareable root cause reports. “Engine is a smartphone application that within 45 seconds, you can get an answer based on 4 different questions that really drive to the root cause of what your need is, and where to get started on your initiative,” said Chief Executive Officer, Alex Castro. The application provides users with immediate business insights after answering a few simple questions. The report identifies initiative focus depending on the level of readiness to execute, top three things to watch out for, and ratios depending on people, process, and technology alignment. About M Corp M Corp delivers structured legacy modernization, readiness, and analytics solutions, using roadmaps and frameworks established over more than a decade of successful high-risk projects. The company, a member of the Inc. 5000 and listed as one of the fastest-growing firms the past three years by Inc. Magazine, offers specialized products and services to public sector, financial services, agriculture, energy, and health care. Founded in 2003, M Corp supports projects across the United States with a focus on eliminating dysfunction and increasing the economic benefit to our clients. For more information please visit the-mcorp.com About Engine Engine is a free mobile application which identifies organizations’ root cause of problems with execution in order to eliminate any uncertainties from the beginning. The application is available for download on the App Store and Google Play. For more information please visit engineapp.io Download Full Press Release

“Shark Tank” Your Budget Process

The irrational battle for budget project approval happens every year. The game is played within most companies like a game of cat & mouse. Financial and Business analysts scramble across siloed departments to put together hypothetical budget numbers for projects with heavenly returns on investment. This game is real, a F1000 company I worked with did an internal audit of manpower used to gather budget numbers for a single transformation project, and the cost was just over $1 million dollars. Targets are linked to remunerations, so traditional budgeting is an emotional process. Budgets can be a battle for next year’s pay package and promotions for many. Can it still be unbiased? Probably not. In this game, deploying rationale and objectivity can be forgotten. Reworking the budgets over and over to squeeze within targets adds to inefficient processes. Embedded in business practices, this traditional process is very difficult to challenge. Venture Capitalist Approach To Budgeting Companies should look at the Venture Capital due diligence process for non-biased evaluation before budgets are sought after. The CFO is equivalent to the CEO of a venture capital fund, and needs to make non-biased investment decisions. Understand The Team: Venture Capitalists first ask, who is the team? What is the team’s ability to execute? This needs to be answered before any budgets are gathered. Strategic Approach: Development plans are used to understand the company’s strategic approach and to know the various plans to understand outcomes and risk. R&D Risk: Investor questions will also include issues related to the new product or service. With technologies, skills required for development and related risks need to be understood.   If it has been developed, investors will require details to scale the product or service. Subject Matter Experts: Mark Cuban on the TV Show Shark Tank does a good job inquiring about any needed subject matter experts or partnerships for the company to be successful. Unique Positioning: Venture capitalism is doing enough research and preparation to avoid investing in an idea that is doomed to fail. In Summary Change your traditional budgeting process and think more like a Venture Capitalist.  Before any time and effort is spent on gathering and re-working budget numbers, make sure your organization knows its execution ability, management support and outcomes for risk.

M Corp to Provide OCM Services for CUIAB

 M Corp has won an opportunity to help the California Unemployment Insurance Appeals Board (CUIAB) with their need for organizational change management support services. M Corp will provide organizational change management services for the enterprise technology enhancements to the appeals business processes.  The key areas of the OCM services will be to engage stakeholders in sponsorship and involvement, communications, organizational design, and transition planning. An organizational change management program is needed to ensure leaders, managers, and staff work together successfully towards the desired business outcomes of the technology projects to minimize the impact on productivity and eliminate adverse impact.  The CUIAB mission is to conduct hearings on appeals for unemployment and disability benefits.  CUIAB has not met performance standards (determined by the US Dept. of Labor) for lower level appeals since 2001.  The volume of unemployment appeals being filed by claimants and employers coupled with the manually intensive appeals processes are creating large delays within the appellate process at CUIAB.  Claimants and employers are waiting on average 10-12 weeks for their hearing decisions. The current appellate process was examined and modeled to determine improvements needed to move CUIAB towards compliance with the US DOL standards.   A solution framework has been developed to address the study findings, including implementation of imaging/workflow management, case management technology, web-based services, and business process redesign.

How the 21st Century CEO Wins More

The newly released April 2017 Gartner CEO and Senior Business Executive survey indicates that “CEO’s lack a major new theory…on how to optimize productivity gains from investing in emerging technologies”. Gartner analyst Mark Raskino continued that “there is no big idea or major trend in contemporary productivity thinking”. Further, revenue metrics fail “to focus management attention squarely on how many units of value are produced per amount of input”. The new management theory for prioritizing strategic emerging technology initiatives is the measuring of execution capability, by initiative. While Internet of Things (IoT) and other technologies represent the opportunity to accelerate growth and transformation, the ability to execute those new operating models is the consistently overlooked metric that turns opportunity gained into opportunity lost. Much of the decision making around moving forward with new technologies and leapfrog strategies is done through ‘seat of the pants’ guessing, because management has not had the data necessary to calculate if and when to invest in new technologies. The new model is not about measuring should you, it’s about measuring can you. By measuring how much of a transformation shift is necessary from the current operating model to the next generation operating model, executives can clearly see which initiatives and strategic directions can be realized, at what cost and timeframe. Hope is no longer an acceptable risk strategy for implementing what Gartner calls general purpose technologies (GPT’s). Without calculating execution capability and the continuous practice of applying biases to decision making on transformational technologies, executives are trapped in industrial age decision making principles. Those that extricate themselves from these methods will have the advantage of prioritizing initiatives on capability and true scale to execution. That means they will fail less, get a better return on their incremental strategic investments, and be rewarded by market value recognition. As noted by Raskino of Gartner, ‘the big management ideas of the past like business process management (BPM), total quality management (TQM) and lean [management] are less helpful in the ephemeral product and services world where social networks, business model innovation, design thinking, brand values and customer experiences are at the center of value creation”. Management that can clearly understand their execution capability of next generation initiatives (such as IoT) against current operations will avoid the lost time and effort of initiatives that although may have been great ideas, never stood a chance of ever succeeding. Removing decision bias to optimize management decision making for what are the best initiatives to invest in now is the new management theory for those that will thrive in the 21st century economy.

Join a Team

When you join a team, you’ll be able to view and comment on team members’ reports seamlessly, right alongside your own. Your team invitation will appear as a bright blue card in your dashboard. If you know the person inviting you and wish to join their team, tap Accept, otherwise decline their invitation. Notes When you have an outstanding invitation, you will be unable to be invited to other teams. If you created your Engine account after you received the email request to install the app and join a team, your invitation will be waiting on your dashboard the first time you log in. « Help Center Publish a report »

Let’s Talk About Measuring Execution Capability

M Corp’s CEO Alex Castro will be speaking at Project Delivery Summit 2016 in Sacramento, California on November 1, 2016. Measuring execution capability has been identified as the #1 factor to determining whether a strategic project can realize a positive outcome, and removing the biases that cloud information used by executives to approve initiatives is one of the largest challenges facing decision makers today. The session will provide a structured approach that helps state executives and program leadership clearly understand: Causes the gap in execution capabilities. How to quickly measure where each project is in the spectrum of readiness. Identifying vulnerabilities that will undermine the ability to execute. This session will be broken down into four interactive 30 minute segments: Why the gap in execution capabilities exist. Top areas to look for in evaluating a request for funding. Hands-on mock exercise utilizing mobile applications that measure readiness. Executives from CA, FL, and TX sharing insights on measuring execution capabilities Participants will be exposed to industry data, best practices, and exercises that show them where to look before committing to a strategic project so that they can avoid risk and manage outcome expectations. They will walk away with a more structured approach to managing the selection, approval, funding, and risks associated with strategic projects that are critical to their programs and citizenry.

Delete a Report

There are two ways to delete a report: On the dashboard, long-press and hold the name of the report you wish to delete, then tap Ok. While viewing the report you want to delete, tap the overflow menu at top right of your screen, and choose Delete. Poof! It’s gone forever. Notes Deleted reports can never be recovered. « Help Center Create a team »

Know Before You Leap

The True IT Pitfall Harvard Business School did a study a few years back which evaluated IT projects that went out of control. The average cost of a black swan project was $167 million, the largest one was $33 billion—and most projects were expected to take many years to complete. The average project overrun was 27%—but that figure masks a far more alarming one. Many projects’ budget overruns reveal a “fat tail”—a large number of gigantic overages. Harvard’s study determined that one in six of the projects are a black swan, with a cost overrun of 200%, on average, and a schedule overrun of almost 70%. Wouldn’t it be great if you could predict which projects wouldn’t be successful, and more importantly the reasons why? Now there is a solution! M Corp’s ReM Score™ allows you to get the results you want and drive investment decisions based on knowledge of which of your projects will succeed. ReM Score measures your company’s ability to deliver on an idea before you invest. By addressing root cause issues that prevent technology projects from succeeding, ReM Score provides executives the data necessary to prioritize only projects that have the capacity to succeed. Think of it as the ‘credit score’ for technology project investing. Before you move forward, run a ReM Score™ on each initiative to understand if the investment can yield the results promised. ReM Score supports data driven decision making and puts you back in control. ReM Score™ utilizes a weighted, data driven model that analyzes 14 domains of evaluation. Aggregated data from your scored initiatives delivers metric-driven health measurements of your business. You’ll clearly understand where the roadblocks exist that can prevent your projects from succeeding. When the initiative scoring is complete, ReM Score™ generates a report outlining detailed data that can be shared, providing your organization with a graphical representation of degrees of risk and vulnerability.

M Corp sponsors event featuring Department of Justice CIO Adrian Farley

California Department of Justice Chief Information Officer Adrian Farley recently detailed the latest developments in combating crime with the help of information technology, a critical focus with the Internet and a fast-growing mobile world. Farley discussed everything from accessing firearm registration information for law-enforcement officers to the “Justice Cloud,” an effort to leverage cloud service. He also detailed a so-called justice mobile service, the ability to access information on mobile devices. Farley has held numerous positions within state government. M Corp sponsors numerous events and fundraisers throughout the year.

M Corp Supports Donut Dash for Child Life Programs

Our CEO, Alex Castro, a trustee on the board of Sutter Medical Center in Sacramento, supported the 8th annual Donut Dash held in Land Park. The Donut Dash raises money and awareness for child life programs at Sutter Children’s Center and UC Davis Children’s Hospital. The race, a 2 mile run where at the half way mark, competitors eat 6 donuts and then run for another 2 miles, was held on a rainy, yet exciting March morning. Over 2,300 people participated this year, raising over $90,000 for patients of the aforementioned children’s centers. “I hate running, but I love what this event means to Sutter, and for the children it helps,” said Castro. “I would like to send a big thank you to Zack Wandell and his impressive team for delivering such an excellent event! You are a rockstar, Zack!”