Bridges over Troubled Water Process Fitness
|
|
- Wesley Holmes
- 7 years ago
- Views:
Transcription
1 Bridges over Troubled Water Process Fitness Grzegorz Gruchman Introduction BPM is promoted as an approach which can be universally applied. Its arsenal encompasses process architectures, measures and managerial roles, as well as Business Process Management Systems as its IT enabler. However, its most ubiquitous tool is process mapping, i.e. notation, techniques, methods and software tools to model process structures for analysis and design purposes. As described in the previous installment of this Article, formalization and standardization, inherent in process mapping is not necessarily embraced by everyone and is sometimes not useful or possible. Paul Harmon advocates a no-nonsense process modeling approach to performance improvement, based on modeling objectives and perceived process complexity. In general, to determine what should or could be done in this respect, processes should be modeled down to the third decomposition level. Subsequently, for each process on that level, improvement options should be considered, such as changes in job content, employee training, definition of performance measures, streamlining and/or automation. The range of options is contingent on whether the lower level, detailed process structures its tasks and their relationships can be specified, analyzed and standardized. i As Paul Harmon points out, at the lower levels of a process hierarchy this can be done for all simple, repetitive processes, as well as for some more complex ones, which require more skills and flexibility. However, some of the moderately complex processes cannot be specified using classic process mapping. Complex processes which require human creativity as their foundation are not suitable for formal specification and analysis at all. ii The approach outlined above will certainly work in any organization, provided the organization has begun an enterprise-wide modeling effort. But are there more general, broad guidelines concerning the applicability of BPM as a whole? Let s examine what various business schools and theories say on this topic. Value Disciplines In 1985, Michael Porter defined two broad competitive strategies for companies to choose from, namely, a low-cost strategy and differentiation strategy. Some time later, Michael Treacy and Fred Wiersema refined his concepts and defined the three so-called value disciplines, i.e. ways in which companies create value for Customers, namely: 1. Product Leadership 2. Operational Excellence 3. Customer Intimacy iii The value disciplines were conceived out of a three year long study of 40 leading companies in various industries. Operational Excellence is a low-cost strategy in disguise, while Customer Intimacy and Product Leadership are variations on the differentiation theme. Treacy and Wiersema stated that successful companies focus in most cases on one discipline, while meeting industry standards in others. To put it differently, such companies usually excel in one discipline and are simply good in others. As a result, industry leaders deliver a better performance than competitors that distribute their attention, efforts and resources among all disciplines more or less equally. 1
2 Treacy and Wiersema also found that the most successful companies aligned their operating models combinations of organizational structure, management systems, business processes, IT technologies and organizational culture to support their top priority discipline. This is justifiable because each value discipline has an operating model which is distinct and incompatible with other ones. Product Leadership. Companies focused on this value discipline offer innovative, state-of-the art products and services. Apple and BMW for example target Customers who look for new, different and/or unusual products. Obviously, such companies must be very creative as far as their products or services - hereinafter called simply products - are concerned. At the same time, they also have to commercialize their new products quickly to stay ahead of followers and continuously improve them using feedback from their Customers. Product leaders take a longer term view of profitability. They do not attempt to wring every bit of profit from their product. Instead, they focus on maintaining product leadership. Product leaders willingly replace their older products with more advanced ones, instead of treating them as cash cows until Customers interest has waned. Properties of true product leaders include: o As little formalization as possible o Decentralization of decision-making o Flexibility and team empowerment o Creativity as the nucleus of organizational culture Operational Excellence. Operational excellence means providing Customers with reliable products at competitive prices, delivered with maximum ease and convenience. Federal Express and Wal-Mart target Customers who value a combination of price, quality and convenience, with price as the most important factor. To achieve a competitive advantage, the operationally excellent company continuously seeks ways to minimize costs and optimize its core business processes with high efficiency and reliability in mind. From a profitability point of view, operationally excellent companies tend to aim at a single transaction, conducted with as many Customers as possible. Their recipe for success includes the following characteristics: o Formalized management systems and procedures o Centralized decision-making o Integrated production, delivery and product service processes, optimized and standardized to minimize costs and assure convenience for Customers o A culture of continuous process improvements and reduction of waste, coupled with emphasis on quality Customer Intimacy. A company competing using a Customer intimacy discipline combines detailed customer knowledge with operational flexibility to respond promptly to Customer needs, from customizing a product to fulfillment of special requests. Companies such as IBM and Amazon.com target Customers who are concerned primarily with obtaining the product which fully meets their needs and requirements. A company emphasizing Customer Intimacy aims to maximize profit over the lifetime of their relationship with each Customer. To that end, the company offers every possible option to ensure long-term Customer loyalty. Therefore, o Formalization is applied with care o o o Business processes are built around Customer segments provide high level of responsiveness and flexibility People working with Customers are properly empowered Organizational culture stresses care about and fulfillment of Customers needs 2
3 Kaplan and Norton Process Clusters. Robert S. Kaplan and David P. Norton are famous for inventing of the Balanced Scorecard, a core of effective strategic management systems, particularly useful for companies undergoing transformation efforts. However, in their book, Strategy Maps: Converting Intangible Assets into Tangible Outcomes, they also provided some process-oriented guidelines on the implementation of value disciplines. iv While Treacy and Viersema described the characteristics of successful companies in general, Kaplan and Norton explicitly related the value creating disciplines to generic process clusters within a value chain, namely product innovation, operations management and customer management processes. They also prescribed critical success factors for each process cluster and, by default, each value discipline as well. Product Innovation. The product innovation cluster consists of processes required to identify opportunities for new products, manage R&D portfolio, develop new products and rapid deployment in the market. Obviously, product innovation processes are most important to establish and maintain Product Leadership. In addition to product innovation processes, excellent marketing processes are key to quickly exploit market opportunities and channel product development efforts. Regarding other clusters: o Operations management processes are flexible, to accommodate changes in product lines and to allow product changes based on feedback from Customers o Customer management processes are effective in capturing Customer ideas for new products and services, as well as in educating Customers about benefits arising from new or improved functionality Operations Management. Operations management processes are essentially the basic components of supply chain and encompass sourcing, procurement, production, distribution and delivery activities. Such processes are naturally critical for Operational Excellence. Within operationally excellent companies, the production processes are very efficient, with lowcost, consistent high quality outputs, and short cycle times as critical success factors. Distribution and delivery processes are also low-cost, timely and as error free as much as possible. To ensure good quality of inputs, procurement is based on long-term relationships with reliable suppliers. As for the other process clusters: o Customer management processes focus on understanding the preferences of target Customers, simple and convenient order handling, plus reliable post-sales service concerning delivery status, billing and returns o Innovation processes focus not on new products, but on processes as such, to lower their costs, as well as to improve quality and responsiveness of operations and customer management activities Customer Management. Customer management processes maintain and expand relationships with targeted Customers. This cluster encompasses such processes as selection, acquisition and retention of Customers, as well as growing relationships with them. These processes are in the crosshairs of companies that practice Customer Intimacy as their selected value discipline. Customer management processes are crucial for identification of target Customer segments, developing and communicating the right value proposition for those segments, assuring high level of Customer satisfaction and finally, for building long-term relationships and loyalty. As for the other clusters: o The aim for operations management processes is to offer a broad product portfolio o The aim for innovation processes is to identify new ways to create value for Customers, as well as to anticipate future Customer needs and preferences 3
4 Exploration and Exploitation Having examined what business school have to say, we ll turn our focus to organizational theory, where the concepts of exploration and exploitation are compelling topics. In a nutshell, those concepts are related to two fundamentally different and opposite groups of innovation activities. Exploitation involves a search for innovations rooted in existing knowledge and the technological capabilities of a company. Therefore, it results in improvements of products and technologies a company already has. The more innovation activities are grounded in already existing knowledge within the company, the more exploitative is their nature, Exploration, on the other hand, involves a search for innovations based on knowledge that did not already exist within the company. Such a search may lead to new, different products and technologies. The more innovation activities are based on new knowledge introduced into the company, the more exploratory they are. The relationship between exploitation, exploration and process management was studied empirically by Mary J. Benner and Michael Tushman, using data collected over more than 20 years. Both performed thorough, rigorous research on the effects of process management methods, Six Sigma in particular, on technological innovation measured by patents submitted by companies in the photography and paint industries. v The results are very interesting and somewhat disturbing at the same time, as they suggest that too much focus on process management may be dangerous to a company s health. In their study, Benner and Tushman discovered that increased use of process management practices led to: o An increase of innovations built on knowledge existing within a firm and o A decrease of innovations based on new knowledge Benner and Tushman suggest that process management practices lead to a focus on incremental efficiency improvements of existing processes, at the possible expense of more effective radical process changes and breakthrough product innovations. They suggest also this may hurt longterm adaptation and competitiveness, since excessive focus on formalization, standardization and improvement of existing processes can impede larger scale organizational change and the development of new capabilities. As a result, Benner and Tushman suggest caution in the adoption of process management for the company as a whole. In particular, they caution against the application of process management methods within product development and marketing processes, areas responsible for creating new products, as well as discovery of new markets and new customer segments. They also state that...companies need to balance two types of activities: improving current operations to be competitive in the short term, and exploring for new knowledge for the future. Too much process management across all levels of an organization makes it easier to implement but can strangle bolder, breakthrough innovations. Conversely, it's difficult to focus on systematic, continuous improvement in quality and cost if the entire organization is focused on big innovations for the future. vi Prospectors, Analyzers, Defenders and Reactors The concepts of exploitation and exploration provide a very useful background for another classification of strategies, well established in organizational theory. The classification was originally articulated by Raymond Miles and Charles Snow, who divided organizations into the following categories, summarized in the figure below. 4
5 Each category has distinct characteristics and focus, depending on the degree of exploration and exploitation: 1. Prospector. An organization which continuously searches for market opportunities. A Prospector often creates change on the market and forces competitors to respond. It is an environment-oriented and risk-taking organization. Because of its strong concern for product and market innovation, a Prospector is not fully efficient in its operations. An organization of this kind is decentralized, and it also has a low degree of formalization and standardization. The 3M company can be classified as a Prospector. 2. Analyzer with innovations. Such an organization runs on two tracks simultaneously. An Analyzer with innovation moves into a new market or begins production of a new product, albeit only if its viability has been already demonstrated by somebody else. At the same time, it pays attention to improvements in efficiency of its existing operations. An Analyzer with innovation is moderately decentralized, it also has a moderate to high degree of formalization and standardization. IBM (again) is an example of such organization. 3. Analyzer without innovations. Like an Analyzer with innovations, an Analyzer without innovation enters new markets or begins production of a new product as a follower. However, it generally has limited or no product innovations on its own and it copies product innovations of others. Instead, it focuses its innovation activities in the production processes area. Its structural properties, concerning centralization, formalization and standardization, are the same as for Analyzer with innovations. Panasonic Corporation represents this Analyzer subtype. 4. Defender. An organization without innovations in the product area. A Defender does not look for new market opportunities and devotes most of its attention to efficiency improvements in its operations. It is an internally oriented and a very cost conscious 5
6 organization, focused on defending and protecting its markets. A Defender is heavily centralized, formalized and standardized. The Coca-Cola Company is the best Defender example. 5. Reactor. An organization which is neither innovative nor efficient. It lacks a coherent strategy and is usually unable to respond effectively to environmental change. Therefore, we shall not say another word about such an organization. vii What Can We Learn This review of schools of thought casts some doubts on the applicability and success of a full scale BPM approach at the enterprise level, i.e. for the organization as a whole and from top to bottom, regardless of its value proposition or strategy type. The results of this review are summarized on the above figure, which paints a pretty consistent picture. Using it as a springboard, we can state several hypotheses with reasonable certainty. On the enterprise level of analysis, full scale BPM, o has the highest chance of success in operationally excellent companies. o should also fit nicely in companies relying on Customer intimacy, albeit not necessarily in the whole Customer management process cluster. o is relatively least suited for companies using product leadership to lure Customers As for the strategy types, full scale BPM, o is most suited for Defender companies and Analyzers without innovations o is also well suited for Analyzers with innovations, although not in the area responsible for new products 6
7 o is relatively least suited and therefore has relatively smaller chances of success in Prospector companies. On the value chain level, the sweet spot for BPM is surely the operations management process cluster. BPM can be also successfully applied, at least partially, to Customer management processes. Needless to say, BPM is also well suited for support processes, which take care of resources underlying the value chain activities. The relative importance of operations management and Customer management processes varies depending on the relative importance of those process clusters for the company as a whole. Therefore, we can also assume the following: o BPM should be viewed as relatively very important by top management in Defender type companies, striving for operational excellence o BPM should be viewed as relatively important in Analyzer type companies o BPM should be perceived as relatively less important in Prospector type companies, based on pure product leadership I believe BPM minus detailed process mapping can be beneficial for all larger organizations, as every such a company needs an overview and a coordination of activities across its business units. At the same time, it seems detailed process modeling, analysis and improvement can achieve success in most such companies, but not in all. Success or failure depends on the company s strategy and corresponding attitudes of top management towards the nature and potential benefits of this discipline. Within a company, it seems there are also areas where BPM is a perfect or a good fit, whereas there are also areas where full scale BPM is not so suitable, Specifically, this applies to product innovation, marketing and to a lesser or greater degree to customer management processes. This is due to the very nature of the activities involved in those processes, which are moderately complex and flexible, or very complex, creative and unpredictable. Therefore, formalization and standardization of such processes could do more harm than good and most probably would be met with considerable resistance. A process professional is therefore advised to evaluate all those factors, to avoid disappointments and waste of creative fuel Author Grzegorz B. Gruchman, Ph.D. References i See Paul Harmon, Artistic Processes", BPTrends Advisor, 2009/5, located at ii See Paul Harmon, Alternative Approaches to Process Analysis and Modeling, BPTrends Advisor 2006/7, located at iii See Michael Treacy and Fred Wiersema, Customer Intimacy and Other Value Disciplines, Harvard Business Review, January-February 1993, pp iv See Robert S. Kaplan and David P. Norton, Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Press, 2004 v See Mary J. Benner; Michael Tushman, Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries, Administrative Science Quarterly,VoL /4, pp vi See TQM, ISO 9000, Six Sigma: Do Process Management Programs Discourage Innovation?, Knowledge@Wharton, November 2005, located at 7
8 vii See Richard M. Burton, Gerardine DeSanctis, Børge Obel, Organizational Design: A Step-by- Step Approach, Cambridge University Press, 2006 BPTrends Linkedin Discussion Group We created a BPTrends Discussion Group on Linkedin to allow our members, readers and friends to freely exchange ideas on a wide variety of BPM related topics. We encourage you to initiate a new discussion on this publication, or on other BPM related topics of interest to you, or to contribute to existing discussions. Go to Linkedin and join the BPTrends Discussion Group. 8
THE BALANCED SCORECARD IN A STRATEGY-FOCUSED ORGANIZATION
THE BALANCED SCORECARD IN A STRATEGY-FOCUSED ORGANIZATION Engineer (economist) Bogza (Cozma) Rodica Maria, PhD The Bucharest Academy of Economic Studies ABSTRACT The power to focus means the power to succeed.
More informationStrategy, Organization Design, and Effectiveness. 2001 South-Western College Publishing Cincinnati, Ohio Daft, Organization Theory and Design 7/e
Chapter Two Strategy, Organization Design, and Effectiveness 2001 South-Western College Publishing Cincinnati, Ohio Daft, Organization Theory and Design 7/e 2- Top Management Role in Organization Direction,
More informationProfessor Ken Homa Georgetown University. Value Disciplines. Proprietary Material. K.E. Homa
Professor Ken Homa Georgetown University Value Disciplines Proprietary Material K.E. Homa Planning Finance Customer Intimacy Operations Excellence Product Leadership Technology Info Systems Credited to
More informationBusiness Architecture: a Key to Leading the Development of Business Capabilities
Business Architecture: a Key to Leading the Development of Business Capabilities Brent Sabean Abstract: Relatively few enterprises consider themselves to be agile, i.e., able to adapt what they do and
More informationDriving Profits from Loyalty
Driving Profits from Loyalty Overview 1 P a g e 5 Steps to Driving Profit from Loyalty 1. Customer Portfolio Analysis This is the first step on the road to customer profitability where we can begin to
More informationDeveloping and Implementing a Balanced Scorecard: A Practical Approach
RL Consulting Developing and Implementing a Balanced Scorecard: A Practical Approach White Paper Prepared by: Rick Leopoldi March 31, 2004 Copyright 2004. All rights reserved. Duplication of this document
More informationISO 9001:2000 - A Quality Manual for the Transition Period and Beyond
ISO 9001:2000 - A Quality Manual for the Transition Period and Beyond By Mark Kaganov Abstract This article shows a practical approach to converting an ISO 9001:1994 quality manual into the new ISO 9001:2000
More informationIT Strategy Maps: A Tool For Strategic Alignment
white paper: strategic alignment IT Strategy Maps: A Tool For Strategic Alignment Forrester Research November 21, 2005 IT Strategy Maps: A Tool For Strategic Alignment by Craig Symons BEST PRACTICES Helping
More informationMaking HR a Strategic Asset
Making HR a Strategic Asset By Brian E. Becker State University of New York at Buffalo Mark A. Huselid Rutgers University Dave Ulrich University of Michigan October 2001 (Please do not cite without permission)
More informationManagement White Paper What is a modern Balanced Scorecard?
Management White Paper What is a modern Balanced Scorecard? For more information please visit: www.ap-institute.com What is a modern Balanced Scorecard? By Bernard Marr Abstract: The Balanced Scorecard
More informationTHE MANAGEMENT OF INTELLECTUAL CAPITAL
THE MANAGEMENT OF INTELLECTUAL CAPITAL Many companies have come to realize that market value multiples associated with its intangible assets (patents, trade-marks, trade secrets, brandings, etc.) are often
More informationRoadmap for Service Excellence
15.778 Summer 2004 Management of Supply Networks for Products and Services: Concepts, Design, and Delivery Roadmap for Service Excellence G. Bitran S. Gurumurthi 15.778 Management of Supply Networks for
More informationWhy Your Strategy Isn t Working
Published in Business Strategy November 2011 Why Your Strategy Isn t Working By Gary Getz and Joe Lee Setting the company or business unit s strategy has always been one of the most important jobs for
More informationSales Management 101, Conducting Powerful Sales Review Meetings
Sales Management 101, Conducting Powerful Sales Review Meetings Dave Brock, Partners In EXCELLENCE Dimensions of EXCELLENCE is based on the four dimensions of performance and organizational excellence.
More informationA Guide to the. Incorporating the Essential Elements of Strategy Within Your Organization. Empower
A Guide to the Balanced Scorecard Incorporating the Essential Elements of Strategy Within Your Organization This guide covers Create Keeping strategy creation practical, focused and agile Empower Empowering
More informationThe Demise of Cost and Profit Centers
07-030 The Demise of Cost and Profit Centers Robert S. Kaplan Copyright 2006 by Robert S. Kaplan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion
More informationDigital Business Platform for SAP
BUSINESS WHITE PAPER Digital Business Platform for SAP SAP ERP is the foundation on which the enterprise runs. Software AG adds the missing agility component with a digital business platform. CONTENT 1
More informationThe Customer Value Strategy in the Competitiveness of Companies
Vol. 4, No. 2 International Journal of Business and Management 136 The Customer Value Strategy in the Competitiveness of Companies Maohua Li The Basic Education College of Zhanjiang Normal University Zhanjiang
More informationHRM. The importance of HRM. Why Human Resource Management (HRM) is important for organizations today to make
HRM The importance of HRM Why Human Resource Management (HRM) is important for organizations today to make their Human Resource into a competitive advantage Mr. CHUOP Theot Therith (2009), MBA, BIT, DPA
More informationA Comparison of Common Business Modeling Approaches to GODS Generic Business Architecture
A Comparison of Common Business Modeling Approaches to GODS Generic Business Architecture Adrian Grigoriu Contents GODS single page generic Business Architecture (gba), in brief... 2 Mapping scope and
More informationQuality Systems Frameworks. SE 350 Software Process & Product Quality 1
Quality Systems Frameworks 1 What is a Quality System? An organization uses quality systems to control and improve the effectiveness of the processes used to deliver a quality product or service A Quality
More informationSix Sigma, ISO 9001 and Baldrige
Six Sigma, ISO 9001 and Baldrige Many organizations ask How Do these programs, processes and standards support each other? These initiatives are not mutually exclusive, in fact, understanding and applying
More informationOperations and Supply Chain Management Prof. G. Srinivasan Department of Management Studies Indian Institute of Technology Madras
Operations and Supply Chain Management Prof. G. Srinivasan Department of Management Studies Indian Institute of Technology Madras Lecture - 41 Value of Information In this lecture, we look at the Value
More informationIMPLEMENTATION OF THE PROCESS APPROACH AND BUSINESS PROCESS MANAGEMENT CONCEPT IN CROATIAN SHIPYARDS
IMPLEMENTATION OF THE PROCESS APPROACH AND BUSINESS PROCESS MANAGEMENT CONCEPT IN CROATIAN SHIPYARDS Ivana Mikačić University of Split, Faculty of Economics, Croatia ivana.mikacic@gmail.com Željana Dulčić
More informationITIL Introduction and Overview & ITIL Process Map
ITIL Introduction and Overview & ITIL Process Map Barbara Re 1 Where we are? IT organization has a long trouble to improve service level to their customers without adding cost, reducing quality or introducing
More informationDon t just do it; Think IT: The IT Organization of the Future
Don t just do it; Think IT: The IT Organization of the Future Today, technology has the potential to actually drive business strategy, and need no longer remain just an enabler of business. This means
More informationTRADITIONAL ERP ERP FOR ECOMMERCE?
TRADITIONAL ERP < OR > ERP FOR ECOMMERCE? How to evaluate your options to choose the right direction for your retail business. SALESWARP.COM TRADITIONAL ERP OR ERP FOR ECOMMERCE? The retail industry is
More informationWhat sets breakthrough innovators apart PwC s Global Innovation Survey 2013: US Summary
What sets breakthrough innovators apart PwC s Global Innovation Survey 2013: US Summary www.pwc.com/innovationsurvey 60% $250b The top innovators in our study plan to grow by more than 60 percent over
More informationLevel 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key
S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what
More informationIngres Insights. with Open Source Software
Ingres Insights DElivering Business intelligence with Open Source Software TABLE OF CONTENTS 3 Preface 4 Balanced Scorecards 5 Business Optimization 6 Business Intelligence (BI) 7 BI Examples 8 The Challenges
More informationGlobal Process Innovation Value Proposition
Global Process Innovation Value Proposition 1 Global Process Innovation will help your organization implement sustainable Business Process Management that delivers strategic value. With active support
More informationStrategic Supply Chain Management. Medical Device Supply Chain Council 1 October 2013
Strategic Supply Chain Management Medical Device Supply Chain Council 1 October 2013 Section 1 Why is strategic supply chain management important? Section 1 Introduction Strategic supply chain management
More informationManaging Organizational Performance: Linking the Balanced Scorecard to a Process Improvement Technique Abstract: Introduction:
Managing Organizational Performance: Linking the Balanced Scorecard to a Process Improvement Technique William K. Hoehn, Ph.D. Raytheon Systems Company Tucson, Arizona Abstract: Numerous researchers have
More informationSALES TRAINING INTERNATIONAL LTD FACT SHEET. Six Sigma
Six Sigma This fact sheet introduces the Six Sigma quality technique, and presents action points for its implementation. Companies are increasingly adopting Six Sigma in a bid to improve the quality of
More informationThe Balanced Scorecard. Background Discussion
The Balanced Scorecard Background Discussion Contents History and Evolution Important Business Drivers Key Concepts Case Studies & Success Stories 1 Business Intelligence (BI) and Knowledge Management
More informationINTERNAL ENVIRONMENT ANALYSIS TECHNIQUES (1)
INTERNAL ENVIRONMENT ANALYSIS TECHNIQUES (1) Caescu Stefan Claudiu The Academy of Economic Studies Bucharest, The Marketing Faculty Popescu Andrei The Academy of Economic Studies Bucharest, The Marketing
More informationIntegrating risk indicators into corporate performance management tool
Integrating risk indicators into corporate performance management tool Jelena Raid Swedbank Estonia Liivalaia 8, Tallinn, Estonia Abstract Tallinn Technical University Raja 15, Tallinn, Estonia In operational
More informationThe Management System Track
The Management System Track 1. What Is It? 2. How Does It Relate to Certification Bodies? 3. How to Implement It? 1 Presenters Paul Grace, MS, CAE Executive Director, NBCOT Dale Cyr, MBA, CAE Executive
More informationWelcome to ICMI s Customer Relationship Management Study
Welcome to ICMI s Customer Relationship Management Study Course We will begin the session shortly. Today s Agenda CRM objectives Supporting call center objectives CRM strategies The call center s value
More informationStrategic Supply Chain Management The five disciplines for top performance. Food & Consumer Products of Canada Webinar Toronto, February 24, 2014
Strategic Supply Chain Management The five disciplines for top performance Food & Consumer Products of Canada Webinar Toronto, February 24, 2014 Section 1 Why is strategic supply chain management important?
More information5 Discussion and Implications
5 Discussion and Implications 5.1 Summary of the findings and theoretical implications The main goal of this thesis is to provide insights into how online customers needs structured in the customer purchase
More informationRelationship Marketing: Is It a Paradigm Shift?
Introduction Relationship marketing emerged as a contestant to traditional marketing theories since the early 1990s. Proponents of relationship marketing as a paradigm shift to traditional marketing theories
More informationQuality management principles
quality Quality management principles One of the definitions of a principle is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. Quality management
More informationDelivering Business Intelligence with Open Source Software
Delivering Business Intelligence with Open Source Software WHITE PAPER by Chip Nickolett, Ingres Corporation Ingres Business Intelligence Series Table of Contents Preface...3 Balanced Scorecards...4 Business
More informationBest Practices. Modifying NPS. When to Bend the Rules
Best Practices Modifying NPS When to Bend the Rules O ver the past decade, NPS (Net Promoter Score) has become an increasingly popular method for measuring and acting on customer feedback. Although there
More informationA study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner
Feb., 2012 Marketing management A study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner Dr. Kirti Gulati (Ass Prof) Institute of
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationSelf Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
More informationAn Introduction to the PRINCE2 project methodology by Ruth Court from FTC Kaplan
An Introduction to the PRINCE2 project methodology by Ruth Court from FTC Kaplan Of interest to students of Paper P5 Integrated Management. Increasingly, there seems to be a greater recognition of the
More informationIPMS Insurance Performance Management System
What s gets Measured gets Managed IPMS Insurance Performance Management System Our Value Proposition for : Achieving Clarity, Alignment and Accountability Yiannis Charalambous Chairman Gnosis Management
More informationManaging information technology in a new age
IBM Global Services Managing information technology in a new age Key Topics Keeps pace with the new purpose and structure of IT Describes a dynamic, flexible IT management construct Incorporates techniques
More informationCONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE
CONDUCTING EFFECTIVE MEETINGS WORKBOOK A BASIC BUSINESS VICTORY GUIDE This book was developed by James H. Saylor Copyright 2006. All rights reserved. Printed in the United States of America. Except as
More informationIn today s economic environment many companies are turning to
6 IOMA BROADCASTER March April 2009 Improving Customer Satisfaction with Lean Six Sigma By Hermann Miskelly Director of Quality and Six Sigma Master Blackbelt Matheson Tri-Gas, Inc., Irving, TX In today
More informationHow B2B Customer Self-Service Impacts the Customer and Your Bottom Line. zedsuite
How B2B Customer Self-Service Impacts the Customer and Your Bottom Line Introduction For small to mid-sized businesses trying to grow and compete with their larger counterparts, having close relationships
More informationHow To Plan A University Budget
Annual Budget Plan Guidelines & Instructions 9/1/2010 Table of Contents INTRODUCTION...3 INTRODUCTION:...4 THE GOALS OF THE BUDGET PROCESS:...4 PRINCIPLES OF EFFECTIVE BUDGETING:...4 GUIDELINES FOR RESOURCE
More informationCenter for Effective Organizations
Center for Effective Organizations TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT: SIMILARITIES, DIFFERENCES, AND FUTURE DIRECTIONS CEO PUBLICATION G 92-16 (219) EDWARD E. LAWLER III University of Southern
More informationQuote from Peter Schroer.
Industrial manufacturers as well as CPG companies place a high level of strategic emphasis on growing product revenue while emphasizing a decrease in both product cost and product development cost all
More informationCustomer-Focused Innovation in High Tech Industries. Benchmark best practices and performances for next-generation success
Customer-Focused Innovation in High Tech Industries Benchmark best practices and performances for next-generation success Executive Summary are struggling today to stay competitive in a difficult economy,
More informationISO 9001 Quality Management System
ISO 9001 Quality Management System DETAILED GUIDE ISO 9001 Background ISO 9001:2008 is the world s foremost quality management standard, used by hundreds of thousands of organizations in over 170 countries
More informationUniversal Service Definition in the Context of Service
Universal Service Definition in the Context of Service Catalog Design Nino Sipina There are many different definitions for a service, depending on the subject matter it deals with, the type of business,
More informationThe Execution Premium
The Execution Premium Linking Strategy to Operations for Competitive Advantage by Robert S. Kaplan and David P. Norton Copyright 2008 Harvard Business School Publishing Corporation Summarized by permission
More informationThe Company of the Future Frances Cairncross
The Company of the Future Frances Cairncross BOOK OVERVIEW In The Company of the Future: How the Communications Revolution is Changing Management, Frances Cairncross spells out the growing need for managers
More informationQueensland University of Technology, Brisbane, Australia, m.rosemann@qut.edu.au
Reference Syllabi Association for Information Systems (AIS) Business Process Management Jan vom Brocke 1, Michael Rosemann 2 1 University of Liechtenstein, Vaduz, Liechtenstein, jan.vom.brocke@uni.li 2
More information1 Introduction to ISO 9001:2000
Introduction to ISO 9001:2000 CHAPTER 1 1 Introduction to ISO 9001:2000 By the end of this chapter you should be able to: Describe the origins of quality management systems. Describe the potential benefits
More informationHow to achieve excellent enterprise risk management Why risk assessments fail
How to achieve excellent enterprise risk management Why risk assessments fail Overview Risk assessments are a common tool for understanding business issues and potential consequences from uncertainties.
More informationWhat Every Project Manager should know about ITIL s Service Lifecycle Framework. Daniel Cayouette PMP - daniel@cayouette.
What Every Project Manager should know about ITIL s Lifecycle Framework Daniel Cayouette PMP - daniel@cayouette.com Sept 19, 2009 1 Presentation Objectives This presentation will provide a high-level view
More informationSales Performance Management: Integrated System or a Collection Disjointed Practices? Jerome A. Colletti Mary S. Fiss Colletti-Fiss, LLC
Sales Performance Management: Integrated System or a Collection Disjointed Practices? By Jerome A. Colletti Mary S. Fiss Colletti-Fiss, LLC Performance is your reality. Forget everything else. Harold Geneen,
More informationWho s Selling BPM to Whom?
December 3, 2013 Paul Harmon Who s Selling BPM to Whom? I attended the IBM BPM Analysts Meeting in October and one of the sessions I found most interesting was a discussion of the job titles of people
More informationThe Basics of a Compensation Program
The Basics of a Compensation Program Learning Objectives By the end of this chapter, you should be able to: List three ways in which compensation plays a role in the management of the enterprise. Describe
More informationPRINCE2:2009 Glossary of Terms (English)
accept (risk response) acceptance acceptance criteria activity agile methods approval approver assumption assurance A risk response to a threat where a conscious and deliberate decision is taken to retain
More informationThe Balanced Scorecard
The Balanced Scorecard Traditional financial performance metrics provide information about a firm's past results, but are not well-suited for predicting future performance or for implementing and controlling
More informationCOMPETITIVE INTELLIGENCE
COMPETITIVE INTELLIGENCE GOVOREANU Alexandru MORA Andreea ŞERBAN Anca Abstract: There are many challenges to face in this century. It s an era of information. Those who have the best information are going
More informationFinancial Services Industry Solutions. Winning in the financial services marketplace for banks and credit unions
Financial Services Industry Solutions Winning in the financial services marketplace for banks and credit unions Financial services industry is now at a major changing point Banks and credit unions are
More informationAdopting Quality Management for Business Success
Adopting Quality Management for Business Success Abstract Many organizations are taking advantage of Quality Management methodologies (such as Six Sigma ) to improve productivity, efficiency, and customer
More informationSkills Knowledge Energy Time People and decide how to use themto accomplish your objectives.
Chapter 8 Selling With a Strategy Strategy Defined A strategy is a to assemble your resources Skills Knowledge Energy Time People and decide how to use themto accomplish your objectives. In selling, an
More informationBenefits make up an important component of the employment. Employee Benefits in a Total Rewards Framework. article Business Case for Benefits
article Business Case for Benefits Employee Benefits in a Total Rewards Framework Benefits represent one of the largest investments a company makes in its talent. However, our tendency can be to design,
More information8 KEY POINTS OF BLUE OCEAN STRATEGY
8 KEY POINTS OF BLUE OCEAN STRATEGY - W. Chan Kim and Renée Mauborgne www.blueoceanstrategy.com 8 KEY POINTS OF BLUE OCEAN STRATEGY The fundamentals that will jump start your strategy development process.
More informationBalanced Scorecards in the BusinessCentric BI Architecture. Steve Williams DecisionPath Consulting. www.decisionpath.com
Balanced Scorecards in the BusinessCentric BI Architecture Steve Williams DecisionPath Consulting www.decisionpath.com Six Montgomery Village Ave., Suite 622, Gaithersburg MD 20879 (301) 926-8323 Introduction
More informationROMANIAN - AMERICAN UNIVERSITY. School of Domestic and International Business, Banking and Finance
Invest in People! Project co-financed by European Social Fund through the Sectoral Operational Programme Human Resource Development 2007 2013 Priority Axis: 1. Education and training in support for growth
More informationTHE IMPACT OF BUSINESS PROCESS MANAGEMENT ON ORGANIZATIONAL STRATEGY
THE IMPACT OF BUSINESS PROCESS MANAGEMENT ON ORGANIZATIONAL STRATEGY Vlad BĂLĂNESCU The Bucharest Academy of Economic Studies, Bucharest, Romania balanescu.vlad@yahoo.com Paul SOARE The Bucharest Academy
More informationaccel team jobs depend on it
Advancing employee productivity accel team jobs depend on it Supervisory guides to performance improvement PLANNING EMPLOYEE TRAINING AND DEVELOPMENT Developing a process that will meet the goals of the
More informationPERFORMANCE MANAGEMENT APPROACHES IN ECONOMIC ORGANIZATIONS USING INFORMATION TECHNOLOGY *
PERFORMANCE MANAGEMENT APPROACHES IN ECONOMIC ORGANIZATIONS USING INFORMATION TECHNOLOGY * Anca Mehedintu Assoc.Prof.PhD., Universitatea din Craiova, Craiova, România, ancamehedintu@yahoo.com Cerasela
More informationA Software-as-a-Service Primer for Independent Software Vendors
A Software-as-a-Service Primer for Independent Software Vendors By, Jeffrey M. Kaplan, Managing Director, THINKstrategies, Inc. Founder, SaaS Showplace Introduction Software-as-a-Service (SaaS) is a fundamentally
More informationWho Cares About Your Business Processes? Part 2: Stakeholder Analysis in Business Process Architecture.
Who Cares About Your Business Processes? Part 2: Stakeholder Analysis in Business Process Architecture. Introduction In my March 2010 Column, I laid out some ways of looking at our external business stakeholders
More informationManagement Principles CORPORATE LEARNING COURSE TEAM BUILDING BLOCK SEMINAR 3.4
LESSON PLAN Management Principles CORPORATE LEARNING COURSE TEAM BUILDING BLOCK SEMINAR 3.4 SCOPE This seminar discusses the basic principles of management. This lesson will help you comprehend how to
More informationINTRODUCTION. Chapter 1. 1.1 Motivation
Chapter 1 INTRODUCTION 1.1 Motivation The success of any computer software depends on the user s satisfaction. When software fulfills the user s requirements, it succeeds but the software fails if its
More informationPRE-PROPOSAL GUIDE: MARKETING CAMPAIGN OR PROGRAM
PRE-PROPOSAL GUIDE: MARKETING CAMPAIGN OR PROGRAM 01 02 03 04 05 06 WHY IT MATTERS GETTING STARTED STRATEGY CONCEPT PLAN TYPICAL INVESTMENT AND TIMEFRAME 01. WHY IT MATTERS When you re revamping a marketing
More informationFive Predictive Imperatives for Maximizing Customer Value
Five Predictive Imperatives for Maximizing Customer Value Applying predictive analytics to enhance customer relationship management Contents: 1 Customers rule the economy 1 Many CRM initiatives are failing
More informationDESIGNING AND IMPLEMENTING AN HR SCORECARD
Designing and Implementing an HR Scorecard 365 DESIGNING AND IMPLEMENTING AN HR SCORECARD Garrett Walker and J. Randall MacDonald Verizon HR has effectively designed and implemented a strategic management
More informationManaging for Results. Purpose. Managing for Results Practitioner-level Standards
Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right
More informationProject Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors
Project Management Institute STRATEGIC PLAN Prepared by: PMI Board of Directors Last Revised: 30 November 2012 TABLE OF CONTENTS OVERVIEW... 1 PMI S CORE IDEOLOGY... 3 Core Purpose.... 3 Our Core Values...
More informationWelcome to today s training on how to Effectively Sell SAP ERP! In this training, you will learn how SAP ERP addresses market trends and
Welcome to today s training on how to Effectively Sell SAP ERP! In this training, you will learn how SAP ERP addresses market trends and organizations business needs. 1 After completing this lesson, you
More informationLearning Tree International, Inc. Fiscal Year 2016 Second Quarter Conference Call
Learning Tree International, Inc. Fiscal Year 2016 Second Quarter Conference Call Remarks by Richard Spires, Chief Executive Officer, Max Shevitz, President, and David Asai, Chief Financial Officer May
More informationHow To Manage Quality Management In Czechia
JaroslavNenadál * Risks related to quality management systems implementation some lessons learned from Czech Republic Introduction Efficient and effective implementation of quality management principles
More informationFINANCIAL ANALYSIS GUIDE
MAN 4720 POLICY ANALYSIS AND FORMULATION FINANCIAL ANALYSIS GUIDE Revised -August 22, 2010 FINANCIAL ANALYSIS USING STRATEGIC PROFIT MODEL RATIOS Introduction Your policy course integrates information
More informationChapter 3: Strategic CRM
Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,
More informationThe Strategic Management Maturity Model TM
The Strategic Management Maturity Model TM Many Institute clients ask a similar question as they work to improve their strategic management at their organizations: where do we stand compared with other
More informationKeynote: How to Implement Corporate Performance Management (CPM), Pervasive BI & ROI: Hard & Soft
Atre Group, Inc. Keynote: How to Implement Corporate Performance Management (CPM), Pervasive BI & ROI: Hard & Soft Shaku Atre Atre Group, Inc. 2222 East Cliff Drive, Suite#216 Santa Cruz, CA 95062 831.460.9300
More informationLeading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard
Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing
More informationGrooming Your Business for Sale
PRIVATE COMPANIES Grooming Your Business for Sale Plan for the Future but Be Prepared for the Unexpected KPMG ENTERPRISE 2 Grooming Your Business for Sale Grooming Your Business for Sale Plan for the Future
More information