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the fact that change has arrived. It simply delays the responses that are necessary to deal with it and eventually allow it to become a part of your organization s status quo. Despite this, most managers seem to spend their entire careers trying to fight change. We can only ask this simple question: Why Without change, organizations would not progress, they would not have an opportunity to serve new customers and take advantage of new markets, and employees would not be able to move forward in their careers. Change allows all this and much more. We asked Bill Taylor, owner of Lark in the Morning, a musical instrument retailer, how he discusses change with his employees. In his mind, discussing change is like swinging back and forth on a trapeze in the darkness:

The first area for consideration is the identification of the data needed and the determination of how to capture that data. Detailed analysis must be performed up front to ensure that the info_cubes are designed to support the information needed to make the decisions in the time required. The type of analysis to be performed and the decisions to be supported drive the design of the info_objects, such as the reporting dimensions (characteristics) and the key figures. These represent individual pieces of information that then need to be grouped together to identify the info_cubes. The design of info_cubes is driven by many different parameters, such as reporting, authorization, sizing, data types, and accessing needs. For example, info_cubes can be designed based on data type (plan or actual), data area (sales, production, financials), the main structure focus (key figure or characteristic based), or level of access (upper management, operational level). The info_ cube design also considers volume of both the data to be gathered and the number of reporting dimensions. Additionally, the sourcing of the information can drive the design, such as costs or driver data to be extracted from different areas within SAP R/3, such as financials, sales, or purchasing. Other sources are also reviewed, such as systems utilized to support pieces of the organization not yet on SAP, legacy systems not converted, data devices such as hand-helds feeding ABC driver information, Microsoft Access databases with standards or survey re-

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SEM Module SAP CO Module CCA OPA ABC PC PA SAP (BW) Basis Application Database Extractors Basis Application Database BIC SRM BPS BCS

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The most pellucid pearls of historical narrative are often found in ction, long a major component of historical understanding . . . historical novelists . . . declare intentions similar to historians , striving for verisimilitude to help readers feel and know the past . . . The segregation of historical from ctional narrative was a by-product of late-Renaissance concern about the validity and accuracy of historical sources . . . as history retreated to the arid con nes of empirical rigour, novelists took over the richer if more fanciful aspects of the past that historians relinquished . . . The historical novel not only made history vivid; it was held a more trustworthy guide to the past . . . The historical novel ful lled two needs. First, it let readers feel the past as formal history could not . . . Second, ction put readers in the past like people of the time, who could not know what was coming next . . . historical ction shares with history the burdens of hindsight, not just to make the past intelligible but to account for processes of change not originally apparent.

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