A nonprofit insurer of municipalities and townships was under heavy attack by a commercial insurer offering very low prices for insurance. In five years the competitor had gone from about 10% market share in property & casualty insurance to almost 70% in the nonprofit insurer’s region. Over this period, all other competitors in the region
Ventana® Enterprise Models focus dynamic resource allocation. They may consider the business functions of a single enterprise in its competitive market, or a portfolio of research or investment opportunities with complex relationships to each other and the overall goal. They are used to optimize the nature and timing of interactions among business initiatives, provide definition for investment and outsourcing policy, identify and protect against brittle market conditions, or help manage conflicts and interdependence among competing projects.
When the new CFO of a manufacturing company took his position in early 1996, fellow executives bombarded him with complaints about the cost estimating and accounting departments. Among them was confusion over how much the company saved by outsourcing parts and services. The CFO asked Ventana to join an ad hoc advisory team he was
The Joint Planning and Development Office (JPDO) provides annual air transportation research and development funding guidance to its participating federal agencies, to help coordinate their investments and activities toward the development of NextGen, the Next Generation Air Transport System. Ventana developed a quantitative framework, described in the paper available below for download, to help JPDO