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Oracle acquired Sun Microsystems in 2010, and since that time Oracle’s hardware and software engineers have worked side-by-side to build fully integrated systems and optimized solutions designed to achieve performance levels that are unmatched in the industry. Early examples include the Oracle Exadata Database Machine X2-8, and the first Oracle Exalogic Elastic Cloud, both introduced in late 2010. Oracle’s SPARC-based systems are some of the most scalable, reliable, and secure products available today.
Sun’s prized software portfolio has continued to develop as well, with new releases of Oracle Solaris, MySQL, and the recent introduction of Java 7. Oracle invests in innovation by designing hardware and software systems that are engineered to work together.
Toll Free in the U. This article provides insufficient context for those unfamiliar with the subject. Please help improve the article with a good introductory style. A value network is a business analysis perspective that describes social and technical resources within and between businesses.
The nodes are connected by interactions that represent tangible and intangible deliverables. They account for the overall worth of products and services. Companies have both internal and external value networks.
External facing networks include customers or recipients, intermediaries, stakeholders, complementary, open innovation networks and suppliers. Internal value networks focus on key activities, processes and relationships that cut across internal boundaries, such as order fulfillment, innovation, lead processing, or customer support. Value is created through exchange and the relationships between roles. Value networks operate in public agencies, civil society, in the enterprise, institutional settings, and all forms of organization.
Value networks advance innovation, wealth, social good and environmental well-being. The collection of upstream suppliers, downstream channels to market, and ancillary providers that support a common business model within an industry. When would-be disruptors enter into existing value networks, they must adapt their business models to conform to the value network and therefore fail at disruption because they become co-opted. Some service the customers all use, and enables interaction between the customers.