March 2013 -A Navint Partners Case Study: Jackson Hewitt Mobile Strategy
Learn how Navint worked with Jackson Hewitt Technology Services, LLC to provide a new mobile strategy to increase customer acquisition and retention.
October 2012 -Trends in Cloud Adoption 2012: A Navint Partners Study
"All roads to lead to Rome." That is how a CIO of a large organization recently described the gradual, inexorable, shift to SaaS models and Cloud technologies. And while there is still much debate over the Cloud's security, the industry consensus is one of inevitability.
To find out how that inevitability is driving real world implementations, Navint Partners, LLC dug in and set to asking people directly.
CIOs from across the country responded to a 27 question survey regarding public and private cloud implementation within their businesses. The majority of those respondents were from companies with more than 5,000 employees, offering a rare glimpse into how larger organizations view Cloud adoption.
May 2012 -Why is BIG Data Important?: A Navint Partners White Paper
Big data is a term that refers to data sets or combinations of data sets whose size (volume), complexity (variability), and rate of growth (velocity) make them difficult to be captured, managed, processed or analyzed by conventional technologies and tools, such as relational databases and desktop statistics or visualization packages, within the time necessary to make them useful.
April 2012 - HCM Business Transformation and System Selection: A Navint Partners White Paper
There have been dramatic changes in the Human Capital Management (HCM) Function over the past 15-20 Years in terms of Process Management, Organization Alignment, Information Management and Technology Leverage. Many companies are improving their HCM Functions, driving improved employee relations, improved HCM effectiveness, bottom line impact and other intangible benefits through Transformation Programs.
February 2012 - Converting Strategic Planning Into Business Realities: A Navint Partners White Paper
While the last 20 years have seen executives radically change the Finance Function for significant bottom-line cost savings, CFOs in particular still struggle to link Performance Measurement – a key part of the Finance Function – to enterprise strategy. Measuring current results against historical, internal data, leaves executives unprepared for significant Change outside their enterprise. Readily available, real-time data; universal participation; and concrete results are the hallmarks of best-in-class Performance Measurement. Practiced correctly, Performance Measurement inspires better results and drives shareholder value.