1. Business Processes – Information Systems for Business and Beyond
In order to do this, the bookstore will need to undertake a process redesign. The goal of the process redesign is simple: capture a higher percentage of ...
Dave Bourgeois and David T. Bourgeois
2. Reengineering Work: Don't Automate, Obliterate - Harvard Business Review
Missing: bookstore | Show results with:bookstore
Despite a decade or more of restructuring and downsizing, many U.S. companies are still unprepared to operate in the 1990s. In a time of rapidly changing technologies and ever-shorter product life cycles, product development often proceeds at a glacial pace. In an age of the customer, order fulfillment has high error rates and customer inquiries […]
3. Sage Books - Systems Analysis & Design Fundamentals
Systems Analysis & Design Fundamentals: A Business Process Redesign Approach uniquely integrates traditional and modern systems analysis with design meth.
Systems Analysis & Design Fundamentals: A Business Process Redesign Approach uniquely integrates traditional and modern systems analysis with design meth
4. 1 Organizational Change and Redesign
We emphasize in particular the idea that managers change and redesign their organizations primarily in order to adapt them to changes in the environment, but ...
Read chapter 1 Organizational Change and Redesign: Total quality management (TQM), reengineering, the workplace of the twenty-first century—the 1990s ...
5. How Smart, Connected Products Are Transforming Competition
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Reprint: R1411C Information technology is revolutionizing products, from appliances to cars to mining equipment. Products once composed solely of mechanical and electrical parts have become complex systems combining hardware, sensors, electronics, and software that connect through the internet in myriad ways. These “smart, connected products” offer exponentially expanding opportunities for new functionality, far greater reliability, and capabilities that cut across and transcend traditional product boundaries. The changing nature of products is disrupting value chains, argue Michael Porter and PTC CEO James Heppelmann, and forcing companies to rethink nearly everything they do, from how they conceive, design, and source their products; to how they manufacture, operate, and service them; to how they build and secure the necessary IT infrastructure. Smart, connected products raise a broad set of new strategic choices for companies about how value is created and captured, how to work with traditional partners and what new partnerships will be required, and how to secure competitive advantage as the new capabilities reshape industry boundaries. For many firms, smart, connected products will force the fundamental question: “What business am I in?” This article provides a framework for developing strategy and achieving competitive advantage in a smart, connected world.
6. Information Technology and Business Process Redesign
Taylor came to symbolize the practical realizations in industry that we now call industrial engineering (IE), or the scientific school of management.1 In fact, ...
Copyright © Massachusetts Institute of Technology, 1990. All rights reserved. • Reprint #3141 • sloanreview.mit.edu
7. What is Business Process Management? An In-Depth BPM ...
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Business process management (BPM) is a structured approach to improving business processes. Learn about how it works and the technologies that enable it.
8. [PDF] Shared Services Handbook Hit the road - Deloitte
At a national level, many of the human resource (HR) administrative processes and tax and legal activities can be shared or outsourced or both. Several customer.
9. The Business Process Design Space for exploring process redesign ...
Jan 12, 2021 · ... what can be changed from a process design perspective. In terms of procedural guidance, methods define phases and activities for redesign ...
Process redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during the actual creation of to-be processes. More specifically, existing approaches hardly develop an ontological perspective on what can be changed from a process design point of view, and they provide limited procedural guidance on how to derive possible process design alternatives. This paper aims to provide structured guidance during the to-be process creation.,Using design space exploration as a theoretical lens, the authors develop a conceptual model of the design space for business processes, which facilitates the systematic exploration of design alternatives along different dimensions. The authors utilized an established method for taxonomy development for constructing the conceptual model. First, the authors derived design dimensions for business processes and underlying characteristics through a literature review. Second, the authors conducted semi-structured interviews with professional process experts. Third, the authors evaluated their artifact through three real-world applications.,The authors identified 19 business process design dimensions that are grouped into different layers and specified by underlying characteristics. Guiding questions and illustrative real-world examples help to deploy these design dimensions in practice. Taken together, the design dimensions form the “Business Process Design Space” (BPD-Space).,Practitioners can use the BPD-Space to explore, question and rethink business processes in various respects.,The BPD-Space complements existing approaches by explicating process design dimensions. It abstracts from specific process flows and representations of processes and supports an unconstrained exploration of various alternative process designs.
10. Reengineering Purchasing into Supply Management
... radical and corporate changing process that a company can undertake is greatly mistaken. Reengineering can not be done in a piecemeal half-hearted manner.
Reengineering or Transforming Purchasing into Supply Management By Dr. Tom DePaoli Introduction The details of an actual case of a reengineering or transformation of a purchasing organization into supply management can be found in my two books available on Amazon. Common Sense Purchasing and Common Sense Supply Management Anyone who thinks that reengineering or transforming … Continue reading Reengineering Purchasing into Supply Management →
11. [PDF] Introducing the next-generation operating model - McKinsey
improving the verification process so applicants could open accounts ... For example, buying a vendor's product often requires a procurement review and legal.
12. Reengineering Tries a Comeback
Jan 21, 2002 · ... processes that a firm could automate—for example, order management and procurement. ... change radically in order to compete. But the entire ...
1/21/2002 Michael Hammer and James Champy's 1993 manifesto Reengineering the Corporation was all the rage when published in 1993—but companies took away the wrong message: Downsizing is a good thing. In fact, reengineering was much more than a call for layoffs. Now the term is being revisited, seen by some as the perfect strategy for steering businesses through recessionary times.
13. [PDF] AIMD-10.1.15 Business Process Reengineering Assessment Guide
Assessment Issue 7: Is the Agency Following a Comprehensive. 52. Implementation Plan? 3. Page 5. Assessment Issue 8: Are Agency Executives Addressing Change. 57.