WBBBB Accounting & Management Services

He is accredited by Board Of Accountancy with BOA-3500. Armed and equipped with such experiences and expertise, Mr. Balacanao founded the WBBBB Accounting and Management Services normally known as WBBBB AMS or just WBBBB. The firm is founded with objectives at heart to provide and render services in the relative type of accounting, taxation, auditing, and management advisory fields at affordable service fees for companies and businesses belonging to Small and Medium Entities (SME). Meaning, its clients get quality and valuable services at fair fees. More, Mr. Balacanao brings on board a reliable business partner, Ms. Yljien Santos.

At USB we recognize the necessity to develop responsible leaders, as well as create new knowledge that plays a part in better business in better societies all over the world. Our institution also understands that people are the lifeblood of the educational school. By helping students discover their ability to lead responsibly, they can go out into the world as stewards of society.

Business Fails IT, exactly like it Fails Business. Generally speaking, the job of a CIO has three parts: The first part could it be leadership. The task is to identify and recommend the latest technology trends offering strategic value for businesses. This is probably the most forward-looking part to improve IT maturity.

The second part is their representation on the professional staff, the job is to react to demands from other executives for answers to business problems and provide input into strategic planning. The 3rd part is the management of their business. The task is to boost operations to reduce the burden on the business while trying to stay current with ever-changing systems.

That includes reducing costs, improving systems, streamlining processes and providing constantly growing services. However, in reality, with resources culture or restriction inertia, hardly any CIOs can do all of them well extremely. Maintaining “Status Quo” mentality: Most IT organization would prefer to stay within their comfort zone, on their current vendors and await change relies, then proactively appealing change rather.

With these factors in mind, CIOs might not seek outside of their current tools or established relationships. If that were the situation, then is not a ‘don’t fix what isn’t broken’ perspective an inherent roadblock? A highly effective CIO should lead via the right metrics that substantiate the ROI. If something is not broken, should you better invest in making it, the business case would be: Is it going to help the business (in terms of revenue, external, or internal customer satisfaction, etc..) for short term & term long? And shall you justify the price and resources to enhance it?

This second mentality is more vigorous, with “running” attitude; however, it’s still more about short-term focus, fix the symptom by band-aid strategy, rather than generating long-term transformation. Business culture does are likely involved in IT attitude on long-term vs. Exactly what does the business want from IT, and how is IT positioned to provide it?

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Many times, trying to find the root cause takes a holistic strategy and need breakdown silo procedures. CIOs face various challenges: If CIOs cannot make any dent within the professional board, then It really is just performing in the reactive mode. Their proactive solutions won’t get enough traction in most cases.

Some CIOs are really risk-averse and at the end of your day, they can frustrate their inner personal and business process owners by not providing much in value-based solutions. At such high mature level, IT does show more character, creativity, and “craziness” to think differently, performs as the business growth engine, and CIOs play as change agents. It takes insight and technique to think long-term: Proactive IT strategy must achieve business value and innovation. CIOs have to know and understand the business, that knowledge will make you a valuable asset to the business.

With that knowledge, CIOs can drive strategy and innovation, not just implement it. It requires courage to make changes proactively: Specifically, when the technology presents a paradigm shift in the way where things have been done for over decades. You can imagine making a full case for change would take courage and commitment, it would mean putting one’s neck at risk, wouldn’t it? It requires governance and methodology disciplines to drive changes.