ENTERPRISE BUSINESS MANAGEMENT
Enterprise business management system came into existence in the 90’s and has become so popular
today that almost every organization uses one. Recent years have seen increased usage on this
management system, but sadly not all organizations implement it. Analysts and scholars have long
since studied these systems in a bid to provide explanations for the complexity and failure of
This project therefore focuses on the benefits of Enterprise Business Process Management and its
applications. The main objective of the work is to create a set of ‘best practices’ that must be considered
or executed in order to secure a successful organization rich in values. In order to achieve the main goal
of this work, many case studies have been inferred. Mainly scientific research techniques which
comprise new and innovated approaches are used and some valuable conclusions are drawn from the
The critical points that are worth considering during EBM implementation include: Strategic Cross-
Functional Management, System Thinking, Corporate growth perspective, focusing on core
competencies, Innovative business models and creating Customer value.
An effective way of transforming the conventional frame of mind is by bringing in the process oriented
thinking of enterprise business and to execute the practices of enterprise business management.
Practices. Enterprise system and business will form a major relationship when enterprise system tends
to support business strategy, goals and requirements. Enterprise systems will enable the organizations
to enhance their efficiency, quality, competition level and productivity.
"Process is a revolution in thought that leads to changes in business."
In most of the organizations, senior management's conventional and functional oriented frame of mind
will act as a major barrier for change to happen. In fact , one can say that this traditional mindset has
been a disturbing factor for customer focused business improvement for more than twenty years.
This method of thinking will act as a hindrance for the executives to improve the natural flow of cross-
functional activities which is a major producer of consistent values for customers. It promotes the type of
thinking that stops the proper arrangement of enabling information technology. 'silo behavior' and turf
protection, are promoted within the organization . This mindset will result in the distorted believes like as
it was somehow possible to properly define the boxes on the organizational chart, and fill in the names
of the "right" people in the key boxes - then the organization's performance will automatically improve.
Yet, little is further from the truth. Further, it will lead to a fabricated result of measuring the performance
and reward schemes, drifting the focus away from the correct measures such as the timeliness and
quality of services offered to customers,
It also repeats a task focus and also control over behavior, where questions concerning the scope of
one’s responsibility, key subordinates who can help us are very primary and most important. Apart from
this, traditional thinking has also led to outdated management policies in areas like goal setting ,
problem solving and innovation of new ideas. Now the question is what can be done about it? How to
bring about a change in the conventional mindset so that an organization is made much more easier for
customer to carry on business with us and also how to make the employees work more efficiently and
can serve the customers in a professional manner.
ENTERPRISE BUSINESS MANAGEMENT
EBM, is the one stop solution to all, is "a deliberate and collaborative approach to systematically
manage all of a company's business processes.
EBM addresses the urgent need of the new knowledge-driven economy to integrate business process
thinking with strategy, organizational structure and people issues. It requires that your executive team
lead manages things differently and look more systemically about your business.
Mostly multiple value chain participants must collaborate to deliver value; they must all participate in
process analysis and design and achieve team learning. Only with the direction provided by process
management can end-to-end processes be understood, anomalies spotted, redundancy eradicated and
Process management integrates everyone and everything once; thereafter, design, transformation and
experience take place freely and continuously, not as a series of infrequent, long-winded, piecemeal
and distracting "integration projects" for each new process design. In this way, participants truly learn
about the process and their side effects.
Enterprise-wide Business Process Management (EBPM)
• You must have a look at the business from the view of the customer
• Integrate strategy with enterprise business processes.
• Transform strategy to inspire, from the classroom to the lunchroom.
• Design business processes to deliver on strategic goals.
• Ensure that organization design provides clarity such that enterprise business process is
• Deploy and enable technology based on the value added to enterprise business process
• Integrate the enterprise performance measurement system to budgets and operating reviews.
• Sustain focus and alignment.
Why Cross-functional Management?
Cross-functional management came into existence from the following two of the basic needs:
• A need for top management to clarify its queries on quality, cost, and delivery goals and deploy
them to all sectors, and
• A need to establish a system of nexus among different departments.
What Is Cross-functional Management?
Cross-functional management (CFM) takes control of various business processes across the traditional
boundaries of the functional areas. CFM relates to coordinating and synergizing the activities of different
levels for realizing the superordinate cross-functional goals and policy deployment. It is concerned with
building a better system for achieving such goals such as innovation, quality, cost, and delivery.
Case in Point - Toyota
Toyota was considered as the first and the foremost company in Japan with cross-functional
At Toyota, every single member of the cross –functional committee are board members representing
areas like quality or delivery.. The goals and measures set by the members of the committee carry
equal weight as those coming from the board. Each committee has about 10 members and is headed
by a top official appointed by the president.
Strategic Cross-Functional Management
Peter Drucker likes today's executive and his strategic plan to the symphony conductor with a complex
musical score to direct. The conductor cannot be an expert when it comes to playing each instrument as
well as the specialized symphony members can, and so those experts are left alone to perfect their
individual contributions. However, the conductor finds an interpretation of the score and effectively
communicates to the orchestra and provides an overall vision for how the piece should finally come out
like. Similarly, without executive leadership and direction the company process would be in total
Strategic cross-functional management is a central force when it comes to capitalizing on functional
excellence. They must arrive at a broader approach of their functions and come to a conclusive
understanding of how they fit into the web of the organizational processes and, ultimately, into the
Systems Approach to Management
The concept and practices of cross-functional management were devised to meet the specific needs for
systems approach to achieve the cross-functional goals of quality, cost and delivery.
Within this concept:
Quality is very much related to building a better system to ensure quality assurance.
Cost is inter related to building a system for identifying cost factors and with reducing costs
Delivery is related to a better system for both scheduling and quantity.
Case in Point Benefits of Business Process Management
Source: Agenda, Michael Hammer
The payoffs of process mastery can be breathtaking. Costs goes away, quality goes bad, and time
spans shrink to a fraction of what they were. Going by the information in 1999 ,,Hammer and Company
has influenced many of the companies that had adopted the process approach to work and business.
In order fulfillment, cycle times had typically decreased by 40% to 70%
"Perfect orders" had increased by 25%
The cost of doing particular transactions had been cut down by more than 80%
As far as the product development is concerned, the percentage of successful launches rose from thirty
to fifty percentages.
When it comes to the time required to bring a new product to market, it was shortened by 50% to 75%
These improvements in the process oriented performance paid off in the enterprise currencies of
customer satisfaction, and customer profits.
The best part is that these improvements are nonconforming. In fact, they are the norm. The part which
I felt difficult is that arriving at them requires a wholehearted commitment to process.
A system is a group of interacting or interdependent entities forming an integrated whole.
Systems thinking is our ability to see things holistically. Systems thinking is usually done in a sequential
Demand for Systems Thinking
Today’s business process is very challenging. To cope with the challenges people should be very
articulate. Creative thinking is hampered by ingrained business practices, rigid scripts and structured
input-output work, few professionals have a wide-angle view of, or experience dealing with, end-to-end
Goal of Systems Thinking
The goal of systems thinking is to bring clarity and conviction in the worlds of business and technology.
The task of a top notch architects is to create systems, with structured business, that empowers
employees and enables people to achieve productivity and competitiveness.
Focus of Systems Thinking
Systems’ thinking focuses on the complete system and not on the fragments. It concentrates on
connections and arrangement, on the potential for holistic systems to achieve results that are greater
than the sum of the parts. We have to master systems thinking by overcoming the major obstacles in
Systems Thinking and Modern Management
System thinking is practiced in many of the world's leading executives. It is a formal discipline pattern of
management science that deals with the business system and in terms of the interconnections and
interactions of its parts.
Many managers are found to be penny wise and pound foolish. Human mind cannot predict possible
outcomes. Systems thinking is a process of seeing today with tomorrow’s eyes. It's more than a
methodology. It helps people to be prepared for the repair job ahead.
Neuro Linguistic Programming (NLP) helps us to analyze things and look at the different elements in a
situation as parts of a system which functions for good or ill. This system includes people and a string of
events, thoughts, feelings, actions and interactions. Once you understand the working of the system, for
or against you – you have a means of structuring things differently in the future.
Complex System Rules of Thumb
• Everything is connected to everything else.
• You can never do just one thing
• There is no "away."
• There aren’t such things as a free lunch.
• Nature knows best.
• "Obvious solutions" do more harm.
• Look for high valued points.
• Nothing grows forever.
• Don't stand against positive feedback; help negative feedback instead.
• Don't try to control the players, just change the process.
• Don't make rules that can't be followed.
• No simple solutions are available. Everyone needs to earn it.
• Good intentions are not enough.
• High morality depends on correct prophecy.
• If you can't make people self-sufficient, your are heading in a wrong direction.
• There are no final solutions.
• Each and every solution creates new problems.
• Don't be fooled by traditional system cycles.
• Remember the Golden Mean.
• Beware the empty compromise.
• Competition is often the stimulant to success.
• Bad boundaries create bad Organizations.
• Foresight is the Success formula.
6W’s Of Corporate Growth
I kave six honest serving-me; Their names are What and Why and When And How and Where
Start a business when you have a commitment for something and want to develop something that you
can be proud of. Inspire your people with clarity. Define shared values and let values rule. Nurture your
distinctive corporate capabilities to achieve competitive advantage.
Exploring the right balance in your business will help you define your goals and eradicate flaws.
Organizations grow by achieving strategy through balancing the four major:
Always make sure to spot the problem. This could prevent loss of time. Planning is the key ingredient in
this process. Rehash the process when it is completed to eradicate errors.
Timing the crux and you have to know not only how to make a move, but when. “The value of actions
lies in their timing,” said Lao Tzu. Customer value is achieved from timely delivery. Change is
vulnerable, but if you can anticipate it and understand business cycles, you can ride with change
instead of being run over.
Management can be written in 3 words: people, product, and profits. People come first. Your
organization vision is worthless, strategies powerless and shared values are corrupt without the right
people to execute.
Manage the processes and not on people. Focus not on what they do, but on how they do it. Establish a
synergistic enterprise-wide and an end-to-end coordination of work activities that create and deliver
value to customers.
The Four Phases of IT/Business Module
Plan: Transforming business objectives into measurable IT services. The plan phase helps close the
void between what business managers need and expect and what IT delivers.
IT essentially needs an ongoing dialogue to clarify business needs in business terms. Without an
dialogue, IT may not be able to determine which IT services to offer or how to effectively allocate IT
resources to maximize business value.
When business demands change, IT should adapt and modify the service offering and IT resources
CIOs should aid the use of a service level management process that will lead to agreement on specific
IT services. IT management can translate service definitions and service levels into underlying rules and
priorities that empower and guide IT resources.
IT requires a method to measure and track both business level services and the underlying capabilities
that support the services.
Model: The model phase finds resources needed to deliver IT services at different service levels. This
phase involves grouping IT assets, processes, and resources back to IT services, then prioritizes and
plans resources that support those business critical services. The bottom line is measuring the success
of alignment is the degree to which IT is working on the things about which business managers care.
That means IT must have processes in place for segregating projects, tasks, and support. To
successfully align resources, IT needs a service impact model and a centralized configuration and asset
management repository to tie the infrastructure components back to specific IT services. This
combination is essential if IT is to effectively plan and consistently deliver services at agreed service
levels while also reducing costs.
Manage: Manage results through consolidated service support. This phase enables the IT staff to
deliver great levels of service. CIOs can ensure that their organization always meets expectations by
providing a single hub for business users to submit all requests, and by prioritizing those requests
based on pre-defined business priorities. Without a central hub where requests are gathered it is difficult
to manage resources to meet agreed-upon service levels. Moreover, maneuvering the IT infrastructure
and all changes, the IT staff faces the risk of causing failures. To make sure that the services of IT desk
is effective, the IT staff needs to furnish:
A method for aligning service requests based on business flow.
A change management process to lower the risk of negatively affecting service level commitments.
And IT event management system to track and manage components that support business critical
The operational metrics that will provide service delivery at promised levels,and also offerways for
tracking and measuring the progress of service level commitments using these metrics.
Measure: Validate commitments and improve operations. This phase improves cross-organization
vision into operations and greater service levels. Conventional IT management tools operate in
functional parts that confine data collection and operational metrics to focused areas of functionality.
They typically relate more to technology than to business level objectives. Component-level metrics and
measures are certainly important for service availability. To support real-time resource allocation
decisions, these measures must be translated in a broader business context, including their relationship
to business-critical services. Without a business model for interpreting measures and metrics, isolated
functional groups can't get a holistic view of IT services that support business objectives.
"If you think you can go it alone in today's global economy, you are highly mistaken."
- Jack Welch
1. Consider these principles as perspective with organization requirements
2. Review current extended enterprise operation and identify gaps.
3. Bring in external support in the extended enterprise during discussions.
4. Discuss with IT vendors and preferred consulting firms when establishing extended enterprise
5. Implement plans along with other organizations to find solutions.
More about Extended Enterprise
The exact phrase"extended enterprise brings out a new theory that a company has brought up not only
for its employees, but also its business partners, its suppliers, and its customers.
The movement of extended enterprise has in itself various kinds of arrangements like customer
partnership, joint ventures, outsourcing, marketing, R&D PARTNERSHIPS and alliances
Why Extended Enterprise?
Earlier organizations have been thought of as huge supply chain, each consisting of various activities
that is needed to design, sell, market, produce, deliver and support products and services. Both the
Suppliers and customers were considered as entities which is out of the organization's domain. The
organization is viewed as a hierarchy of relationships and predominantly functionally aligned. Such
actions forced a command and control approach to actions, decision-making and information.
In the new economy top notch organizations has grown rapidly and giving raise to "old economy"
enterprises embracing fresh ideas. These actions brought in reality and emergency to new
organizational models. With globalization of markets and rapid technology change brought new
connections and various structures have come into existence in many sectors of the economy. Newer
organizations will bring about fresh ways of executing value to customers and also will provide a new
direction as far as combining with suppliers is concerned.
The Role of Information Technology
The extended enterprise can be successful only if all of the component groups and individuals have
relevant information to run the business.. Extended enterprise includes a web of relationships between
a company and its employees, managers, partners, customers, suppliers, and markets.
Technology plays a vital role in the extended enterprise – in some cases driving the opportunity for
change and in others facilitating collaborative relationships and inter-organizational operation.
Enterprise Business Management enables the management and deployment of the critical infrastructure
to help the company achieve a sustained competitive advantage. In today’s economic scenario with
increasing competition, rapid change and complexity in business processes has led to the development
The extended enterprise is network of information, and you need true values to tie all these together.
Planning for an Extended Enterprise.
In the present scenario value creating and value exchanging entities play a major role in owning one of
three fundamental value propositions. It will be a case in which there is a possibility of owning the
customers, or owning the content which the customer is seeking or to own the entire infrastructure
which can allow the content to be created.. Thus each model exibhits a unique core competence thus a
different means of generating economic returns. Ironically any effort to have a ownership of everything
at once will just result in the increase of diminishing returns. Hence we must be careful in allowing the
competitors to fill out the gaps.
New Business Models
Business environment: This contains complex industry strategies and derailing industry boundaries.
Competition: In the present scenario the basis of competition is skill and knowledge.
Value Creation: The value is a value only if the value is valued.
Extended Enterprise: The extended enterprise is network of information, and you need true values
combine everything together.
Why New Business Models?
More likely, the factor of innovation lies not in the hands of technology, but in the business model itself..
The old platitude no longer works in the new economy
Why New Business Models?
More likely, the innovation rests not in the technology or product, but in the business model itself.
The old platitude no longer works in the new economy. Businesses have out beaten the old model's
limits with respect to complexity and speed.
Rapid changes – genuine and radical transformation – have been shaping the economy and business
environment in recent years. Technology, information and communication, has altered the requirements
for building and managing a successful business. Antiquated technologies require new business
Examples - Amazon.com
Value for customers are created by new business model developed by Amazon.com that offer a
synergistic combination of the following benefits:
• Shopping convenience
• Ease of purchase
• Decision-enabling information
• A wide selection
• Discounted pricing
• Reliability of order fulfillment
Thus no single entity of Amazon.com's business was able to create a sustainable competitive
advantage. It is the collaboration of all of these information services and logistical processes that
creates value for customers and comprise Amazon.com's competitive advantage.
Harness the Power of Diversity
Diversity includes people from various backgrounds and cultures, and/or diverse businesses.
You can find a analytic and strategic competitive advantage in an organizational and cultural context by
seeking to leverage, rather than diminish, opposite forces.
Power of Internet changes the fundamental nature of doing business and competition. Recently new
ways of building products and servicing online emerged into the forefront. The competition goes way
beyond well established competitors to include new companies, in addition to new innovations, ideas or
ways of improving existing business processes, products, and services.
Internet business models continue to go great rounds in the market. A myriad of variations can be
expected in the future and Internet commerce will give rise to new kinds of business models. "The
Internet is the Viagra of big business,".
Example - Dell Computer Corporation
This dynamic model is a backbone of Dell Computer Corporation and the greatest seed in its growth
and it enabled Dell to achieve incredible success. This model is based on direct selling and not using a
reseller or the retail channel. But Dell had different ideas and it went about in a different way.
The golden Dell rules are:
1. Disdain inventory
2. Listen to the customer, and
3. Indirect selling is not entertained.
Employees of Dell were talking with both prospective customers and people who had already bought
their products; they knew exactly their want, what they were happy with, and where Dell could make
improvements, so they could build a business based on what people really wanted.
The vital element of Dell virtual integration with the customers is segmentation in terms of customers.
Segmentation is a new idea and it worked out for Dell very differently. Segmentation started as a sales
concept to most effectively meet the needs of different groups of customers. It gave rise to a string of
complete business units, each with its own sales, service, finance, IT, technical support, and
The Role of Venture Capital Investors
Venture capitalists are now days investing in business model. The venture capital investor pushes for a
change more often than not in the business model when it becomes apparent that the original model is
Management Function vs. Process Focus
In Today’s world paucity acute of “skilled-people” requires that
Leadership focuses on Process rather than Management functions
Don’t assume: Do accept:
Employees are the problem Process is the problem
Leadership vs. Management
I’m doing my job I’m helping others to get things done
I understand my job How my job fits the big picture
I’m measuring individuals I’m measuring processes
You can change the person You can change the process
Finding a better employee Improving the process
You’ll motivate people You’ll remove process barriers
I can control employees I am developing people
I don’t trust anyone We’re all in this together
Who made that error? What allowed it to occur?
I correct mistakes I reduce variations
We’re Bottom Line Driven We’re Customer Driven
Creating Customer Value
Being good enough, is not good enough – give customers a reason to be faithful."
Business Success can be achieved with Customer Care
Customer care is a habit and not Technique. It is a customer- oriented corporate mindset and culture
that transforms teams to keep creating and delivering extraordinary customer value and thus helps
companies acquire new customers, provide superior customer satisfaction, and build customer loyalty.
Customers for Life
The Bottom line of any business is to create and keep a customer. Thus if a business successfully
nurtures and keeps customers in a cost-effective way, it will make a profit while continuing to survive
and thrive. If a business does not attract or sustain a sufficient number of customers, it will experience
Many losses will lead to the end of the enterprise.
Adding More Value for Your Customer
List your customer's problems that turn you up side down.
Process Enterprise vs. Functional Enterprise
Let’s say in a functional company, no one has overall responsibility for a process. "Top people are
responsible only for a narrow segment of a process. There is no daring soul to create or impose a new
process design, to knock down barriers, and to make the process work as it should. Thus traditional and
organizations interfere with the abilities of people to perform process work.
But in a process-managed enterprise supports, powers and stimulates employees, encourages their
initiative, enables and allows its people to perform process work. In a process enterprise work is work
that is focused on the customer, work that is directed toward achieving results rather than being an end
in itself, work that follows a disciplined and repeatable design. Process work is delivers the high-level of
performance that customers now demand.
What is Value Innovation?
The most important part of value innovation is providing a relevant support for questioning
product/market strategies as well as underlying assumptions.
We must carefully examine radically what constitutes real value for customers by asking fundamental
questions and also what value offering need to be introduced or increased to meet customer needs?
We have to device ways such that value offerings can be reduced or eliminated, because they do not
constitute real value for customers?
Why Value Innovation?
One question always arises as to why do some companies achieve sustained high growth in both
revenues and profits? Let’s say in a five-year study of high-growth companies and their less successful
competitors, researches3 found that the answer lies in the way each group approach strategy. Thus the
clear difference in approach was not a matter of managers choosing one analytical tool or planning
model over another but the true he difference was in the companies' fundamental, implicit assumptions
about strategy. Unsuccessful companies took a conventional approach: their strategic thinking was
dominated by the idea of staying ahead of the competition. On the contrary, the high-growth companies
and market leaders paid little attention to matching or beating their rivals. Instead, they make their
competitors irrelevant through a strategic logic called value innovation.
Market Leadership Strategies
The leader in this global market is dominant in its industry and has substantial market share. Thus for
leading the market, you must be the industry leader in developing new business models and new
products or services. Therefore you must place yourself ahead and be on the cutting edge of new
technologies and innovative business processes. Through good customer value proposition must offer a
superior solution to a customers' problem, and your product must be well differentiated.
• Have caution with aggression" – the "greatest gamble", aiming from the beginning at permanent
• "Targeting Them at right places" – either by "creative imitation"; enables newcomers to catapult
themselves into a leadership position against entrenched, established companies
• Exploring and occupying a specialized "ecological niche" – obtaining a practical monopoly in a
• Altering the economic characteristics of the market, a product, or an industry – by creating utility,
or pricing, or adaptation to the customer's social and economic reality, or delivering what
represents true value to the customer
DOs and DON'Ts of a Successful Innovator
• Collect and Analyze the opportunities
• Go out to look, to ask, to listen
• Keep it simple, keep it focused
• Start small – try to do one specific thing
• Think big – aim at market leadership
• Don't try to be too clever
• Don’t try too many things at a time.
• Don't be complacent and undershoot, or you will simply create an opportunity for competition
• Don't try to innovate for the future
Seven Simple Steps to Small Business Success
• To reach the highest start from the lowest.
• Create a goal and back it with a burning desire
• Start accumulating capital with a regular savings program. Nothing else is possible without this.
• Use your current job as a launchpad to later success. Learn while you earn. Take the long view.
• Limit your experiment in business so you can learn the key abilities necessary for success.
• Make sure to you supply good quality at reasonable prices.
• Execute your plans with courage and persistence. Have complete faith in your ability to succeed
and never give up.
"Success is a journey, not a destination."
Success is basically achieved when you meet a stretch goal overcoming problems, failures, and
difficulties by conscious effort and by application of your capabilities, resources and methods.
The Wheel of Personal Success
Clarify What You Really Want
You must have a clear compelling vision of what you want from life in order to be successful. Vision
performs dual roles of directional and a motivational function. The motto of your vision of your promising
future is to focus on your strengths and mitigate minor flaws.
It's your choice of Failure and if you believe that failure is not a choice, you'll never fail. Always make
sure to test new ideas, learn from what works, and what doesn't, and then apply these lessons to your
next experiment, test or idea. Keep going until you get results you are satisfied with.
Always don’t give up when things go wrong. Experience is the best school master only the school fees
is very heavy and every costly lesson is going to result in exponentially greater success in the long term.
Thus be optimistic in every bad situation and ask, "What can I learn from this? How can do it again more
The Trap of Fixation on Success
I would say success is nearly a magical idea for most people. In his Book The Active Life, Parker
Palmer states out that in the West fixation of people on success discourages them from risk taking
"because it values success over learning, and it abhors failure whether we learn from it or not. But win
or lose, it should not affect the process of learning. If we win, we decide that we know everything and
decide that there is nothing more to learn. If we succumb, we feel so defeated that learning is a hollow
consolation and it traps us in a system of praise or blame, credit or shame, a system that gives primacy
to goals and external evaluations, devalues the gift of self-knowledge, and diminishes our capacity to
take risks that may yield growth," writes Parker Palmer, the author of The Active Life.
The Tao of Success – Balance Action and Reflection
Success involves allocating a correct and ongoing balance between two opposing forces – reflection of
where you are now and action of pushing toward where you need to go. Thus the balance when it
comes to reflection and action is very much alike to the balance of Yin and Yang in the Tao philosophy.
Stumbling blocks are the stepping stones to success. Failures can be reaped without a clear sense of
direction or spending too much time reflecting without creating outcomes and truly successful people
developed the ability to move effortlessly and quickly from reflection to action and back again. Know
when an action is necessary and they take action promptly so that they can make progress, earn
feedback and move back to analyzing their position and acquiring the knowledge that they need to be
able to move back to action.
Apply 80/20 Principle
This Rule says that 20% of your activities will reap 80% of your results, and vice versa.
Progress means transforming resources from low-value to high-value uses. Thus it depends on our
ability to choose between the high-value and the low-value activities which is the key determinant of
your success in life and business.
Success is determined by Hardwork and It's about persistent, consistent action.
Have dreams and passion in your life and if you wish to achieve something, don't let life just "happen" to
you. Make sure to det goals and take appropriate action. A dream is juat a ream. A dream with a dead
line is a goal.
Facing reality is one of the foremost cardinal rules in both life and business and those who are able to
face reality and acknowledge truth are usually successful. It is easy to say than doing certain things and
it is often difficult to face reality and so much easier to avoid the truth as it may hurt, embarrass, be
painful or self-deflating. Yet, facing this truth is what makes special .
Goals achieved in the process are leadership, customer satisfaction, cost reduction, quality assurance,
delivery and new product development and These goals are self-generated move for improvement in
corporate culture, and competitiveness and call for cross-functional efforts cutting horizontally across
the whole organization.
In Management the cross-functional goals of QCD (Quality, Cost, Delivery) are clearly defined as
superior to such line functions as planning, design, production and sales. The placement of cross-
functional goal as super ordinate ones produces new systems approach to management, thinking and
decision making. To scale this feet, top managers must build their cross-functional expertise. Top
Manager’s commitment to these concepts is expressed by directions provided by top management it
usually formulates its annual goals on the basis of long-range strategies and plans.
Enterprise system and business go hand in hand when enterprise system supports business strategy,
goals and requirements. Enterprise Business Management systems help the organizations to increase
their efficiency, to raise the productivity, quality and competition level.
List of References: