The document provides guidance on how to prepare for and conduct a business process reengineering (BPR) workshop and program. It describes building context by mapping processes from a macro to micro level. The ideal process mapping captures details like roles, activities, costs, and technology used. During workshops, software should be used to model processes and capture all relevant details to allow for analysis of costs, staffing needs, and improvement opportunities. Analyzing costs and staffing requirements by processing paths allows prioritizing processes for reengineering to reduce costs.
This document provides guidelines for students to develop an enterprise project, including a business plan. It outlines that students should [1] introduce their business and product, describing the market and how the business will thrive. It also notes that students should [2] develop a marketing strategy that identifies their target market and marketing approach. Finally, it recommends that students [3] create financial plans including a sales plan, profit and loss statement, and balance sheet to project the finances of the business.
HR Leader Manual for Transitioning Teams to Remote WorkPlamen Petrov
This document provides guidance for human resources leaders on transitioning teams to remote work. It covers topics like getting employees set up with necessary technology and tools, onboarding new employees remotely, and managing remote teams effectively. Specific recommendations include providing hardware, reliable internet access, and collaborative software; creating structured onboarding processes with relationship building; and using status tracking and video meetings to facilitate communication and transparency for remote employees. The overall aim is to help teams shift to remote work without loss of productivity or culture.
The document discusses best practices for effective change management programs based on the author's experience with a successful change initiative at Mercedes Benz South Africa in the 1990s. Key lessons include dedicating sufficient funds, time, and leadership commitment to the change management program. An effective structure involves four levels: a steering committee, working committee, project teams including a dedicated communications team, and a program office. Change requires engaging stakeholders at both the organizational and individual level.
Rules cannot be changed, only repealed and replaced, whereas policies can be changed. Rules must be precisely defined and allow no room for interpretation. Policies provide parameters and guidelines for behavior but can be interpreted differently by individuals. When establishing procedures, policies cover entire procedures at a higher level while rules apply to specific tasks within a procedure. The key difference is that rules prescribe exact behavior while policies allow for interpretation and flexibility within defined boundaries.
Sixfoot4 bpi and performance management white paperGarth Holloway
This white paper discusses how to implement business process improvement and performance management through activity-based costing, Short Interval Control, and the Hierarchy of Dependent Objectives. It recommends mapping business processes and breaking them down into decision paths to identify areas for cost savings. Measuring each path's activity, time, and costs allows identifying high-cost decisions to minimize. Performance is managed by setting targets, allocating work, measuring actual outcomes, and comparing to plans to address variances. Supervisors play a key role in scheduling work and addressing differences between plans and results.
1) Leading large projects within a company can expose managers to inadequacies of senior leadership and the inner workings of the organization in a way that makes it difficult to return to their previous role.
2) When projects end, both managers and other staff involved may experience "mourning" over the loss of the intense project environment and camaraderie, making it important to help them transition back to regular roles.
3) Companies should plan new roles for managers exiting projects that build on skills gained and help staff feel recognized for their contributions to mitigate feelings of isolation that could reduce engagement.
Organisational learning – it takes some trainingGarth Holloway
1) Organizational learning requires creating opportunities for social interaction and knowledge sharing between individuals, such as through projects and committees. These interactions allow the transfer of knowledge from individuals to the organization.
2) Two primary contexts for organizational learning are projects and ongoing business operations ("business as usual"). Both should make time for sharing lessons learned from experiences.
3) When organizations actively encourage knowledge sharing across different parts of the business, it leads to organizational capabilities that are greater than the sum of individual knowledge. This completes the process of organizational learning.
This white paper discusses the importance of perception in change management. It argues that perception is reality, and that a change manager's role is to shape individual and group perceptions of changes in a positive way. Specifically, it recommends that change managers: 1) Encourage individuals to replace broad, sweeping statements with specific complaints and concerns; 2) Introduce a common vocabulary or lexicon to promote shared understanding; and 3) Use scorecards to shift conversations from subjective perceptions to objective metrics and results. By managing how people express themselves, change managers can help shape more positive perceptions that facilitate change.
This document provides guidelines for students to develop an enterprise project, including a business plan. It outlines that students should [1] introduce their business and product, describing the market and how the business will thrive. It also notes that students should [2] develop a marketing strategy that identifies their target market and marketing approach. Finally, it recommends that students [3] create financial plans including a sales plan, profit and loss statement, and balance sheet to project the finances of the business.
HR Leader Manual for Transitioning Teams to Remote WorkPlamen Petrov
This document provides guidance for human resources leaders on transitioning teams to remote work. It covers topics like getting employees set up with necessary technology and tools, onboarding new employees remotely, and managing remote teams effectively. Specific recommendations include providing hardware, reliable internet access, and collaborative software; creating structured onboarding processes with relationship building; and using status tracking and video meetings to facilitate communication and transparency for remote employees. The overall aim is to help teams shift to remote work without loss of productivity or culture.
The document discusses best practices for effective change management programs based on the author's experience with a successful change initiative at Mercedes Benz South Africa in the 1990s. Key lessons include dedicating sufficient funds, time, and leadership commitment to the change management program. An effective structure involves four levels: a steering committee, working committee, project teams including a dedicated communications team, and a program office. Change requires engaging stakeholders at both the organizational and individual level.
Rules cannot be changed, only repealed and replaced, whereas policies can be changed. Rules must be precisely defined and allow no room for interpretation. Policies provide parameters and guidelines for behavior but can be interpreted differently by individuals. When establishing procedures, policies cover entire procedures at a higher level while rules apply to specific tasks within a procedure. The key difference is that rules prescribe exact behavior while policies allow for interpretation and flexibility within defined boundaries.
Sixfoot4 bpi and performance management white paperGarth Holloway
This white paper discusses how to implement business process improvement and performance management through activity-based costing, Short Interval Control, and the Hierarchy of Dependent Objectives. It recommends mapping business processes and breaking them down into decision paths to identify areas for cost savings. Measuring each path's activity, time, and costs allows identifying high-cost decisions to minimize. Performance is managed by setting targets, allocating work, measuring actual outcomes, and comparing to plans to address variances. Supervisors play a key role in scheduling work and addressing differences between plans and results.
1) Leading large projects within a company can expose managers to inadequacies of senior leadership and the inner workings of the organization in a way that makes it difficult to return to their previous role.
2) When projects end, both managers and other staff involved may experience "mourning" over the loss of the intense project environment and camaraderie, making it important to help them transition back to regular roles.
3) Companies should plan new roles for managers exiting projects that build on skills gained and help staff feel recognized for their contributions to mitigate feelings of isolation that could reduce engagement.
Organisational learning – it takes some trainingGarth Holloway
1) Organizational learning requires creating opportunities for social interaction and knowledge sharing between individuals, such as through projects and committees. These interactions allow the transfer of knowledge from individuals to the organization.
2) Two primary contexts for organizational learning are projects and ongoing business operations ("business as usual"). Both should make time for sharing lessons learned from experiences.
3) When organizations actively encourage knowledge sharing across different parts of the business, it leads to organizational capabilities that are greater than the sum of individual knowledge. This completes the process of organizational learning.
This white paper discusses the importance of perception in change management. It argues that perception is reality, and that a change manager's role is to shape individual and group perceptions of changes in a positive way. Specifically, it recommends that change managers: 1) Encourage individuals to replace broad, sweeping statements with specific complaints and concerns; 2) Introduce a common vocabulary or lexicon to promote shared understanding; and 3) Use scorecards to shift conversations from subjective perceptions to objective metrics and results. By managing how people express themselves, change managers can help shape more positive perceptions that facilitate change.
This white paper discusses the phenomenon of "malicious compliance", where an employee follows their manager's instructions to the letter in a deliberately unhelpful or counterproductive way, usually due to past resentment over a reprimand. The paper provides an example of an IT worker who is embarrassed by a public telling-off and then only works strict 9-5 hours. It warns that malicious compliance can sabotage projects and advises managers to have empathetic discussions focusing on outcomes, give clear short instructions, and truly listen to disgruntled employees who may have valid technical concerns.
The document provides an overview of Global Harvest Trading's business model, including plans to:
1) Restructure operations in 2012 by streamlining costs, strengthening financial facilities, and building synergies.
2) Focus on quality and sustainable business practices to build a resilient model.
3) Maintain steady supply of high quality goods and strong credit foundations with customers and suppliers.
This white paper discusses using visual pictures or diagrams to fully understand complex concepts and communicate them effectively. It argues that drawing a picture forces one to summarize their thinking in a static visual, demonstrating a deep understanding of the topic. The paper provides examples of diagrams created by the author to illustrate business strategy and architecture. It recommends starting with a detailed diagram, then summarizing the concepts into progressively smaller diagrams to fully internalize the information before being able to discuss it fluently.
This document provides a 7-step methodology for driving change within an organization. The steps include: 1) agreeing on the project plan, scope, and benefits; 2) establishing project governance through committees; 3) determining process metrics; 4) critiquing and improving processes, and installing refined process controls; 5) installing behavioral changes; and 6) driving behavioral change. The methodology emphasizes establishing metrics, quantifying benefits, and changing behaviors through measurements to successfully implement changes.
This white paper provides a guide to understanding business architecture using a people, process, technology model. It describes the key elements of people as names, positions, and roles. For process, it distinguishes between transactional flows, management processes, and organizational structure. Technology elements are defined as service points, information, and applications. The document emphasizes that people, process, and technology are intertwined and provides examples of how to model the relationships between the elements, including using RACI matrices and process mapping guidelines. Understanding the interrelationships between these elements is seen as key to developing a comprehensive business architecture.
- The document discusses a change the author's wife implemented at home by moving the cutlery drawer from the top drawer to the second drawer down, which took him a week to accept.
- It then draws a parallel to change management at work, noting that for change to be sustainable, people have to want to change rather than just comply.
- The key is to engage the hearts and minds of employees by addressing what's in it for them and creating an environment where they believe things will improve as a result of the change.
This white paper discusses how to better understand business requirements by defining common business terms and categories of requirements. It proposes that requirements be separated into four categories: 1) business requirements which define goals and objectives, 2) functional requirements which define how goals will be achieved, 3) information requirements which define screen and field definitions, and 4) technical requirements which define how technology will store and process information. Defining these categories and common terms can help reduce misunderstandings caused by ambiguous business jargon.
1) The document discusses the importance of properly aligning risk management plans at the tactical level with the strategic risk frameworks and risk appetite set at the senior management level.
2) It recommends that tactical risk plans start by confirming the company's culture and risk appetite, then identifying risks based on risk tolerances set, rather than starting with identifying risks.
3) Managing risks involves "protecting" the company through self-insuring, transferring risk, or reducing risks, with the approach determined by risk appetite and time horizon. Reducing risks is best done through relating risks to business processes and control points within processes.
This white paper discusses judgement support in decision making. It defines judgement support as providing managers a selection of suitable decisions to choose from for specific circumstances, rather than just providing information to assist in decision making. It argues that providing predefined choices of decisions can accelerate decision making while still maintaining quality. The paper also discusses how judgement support can be applied by providing employees clear parameters for decisions that impact costs and ensuring processes follow predetermined decision points.
This document outlines the 5 steps of the business process reengineering (BPR) methodology: 1) Prepare for reengineering, 2) Map and analyze the as-is process, 3) Design the to-be process, 4) Implement the reengineered process, and 5) Continuously improve the process. It discusses each step in detail, emphasizing the importance of understanding customer needs, analyzing existing processes for inefficiencies, designing new processes, implementing changes, and ongoing monitoring and improvement. The goal of BPR is to dramatically restructure processes to better meet customer requirements and organizational objectives.
BPR (Business Process Reengineering) aims to radically redesign business processes to achieve dramatic improvements in performance. It involves fundamentally rethinking how work is done to better meet customer needs. The document outlines the seven steps of a typical BPR project including documenting current processes, establishing performance measures, developing and testing new processes, and implementing changes. It also discusses why some BPR projects fail and argues that when done properly, BPR can provide significant competitive advantages by better serving customers.
One slide-show-by-hassan-el-meligy- the need of bpr business process renginee...Beta-Research.org
This document discusses the need for business process re-engineering (BPR) in the private sector. It covers several key aspects of conducting a BPR project, including approach, strategy, people, tools, and technology. The preface argues that terms like restructuring and BPR are often used interchangeably but aim to improve performance. The approach section outlines analyzing the current and desired situations. Strategy discusses aligning BPR with organizational strategy and objectives. People are noted as a key obstacle if not properly incentivized. Tools should be simple and technology is becoming more integral to processes. Closure emphasizes each BPR project is unique and requires understanding people and the industry.
The document discusses business process ownership and the role of the Business Process Owner (BPO). It states that assigning a single person accountability for end-to-end business processes can help ensure improvements from change management programs are sustained. A BPO is responsible for continuously managing and improving a key business process that spans multiple departments. The roles of a BPO include designing and measuring the process, coaching process participants, and acting as an ambassador for the process.
The document discusses back office integration and management. It discusses how integrating back office solutions can improve productivity, increase communication, maximize resources, and drive performance in both the back office and front office. Integrating solutions provides visibility into operations, allows for better measurement of key performance indicators like effectiveness, efficiency, and quality, and helps streamline processes across departments for improved business success.
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/power-business-process-improvement
Creating a sustainable learning & development function v2Deepak Chawla
Creating a sustainable learning and development function is challenging but rewarding. It is important to share a common vision with management by understanding business objectives and creating a multi-year roadmap aligned with organizational goals. Gaps should be identified through needs assessments to focus training on priority areas. A systematic training model and six disciplines can be used to design effective modular programs. Return on investment must be considered to justify costs and evaluate impact on business results.
This document discusses the 5S methodology for organizing and improving efficiency in the workplace. 5S involves sorting, setting in order, shining, standardizing, and sustaining these practices. The 5S approach helps eliminate waste, improve space utilization and productivity. When implemented properly with support from management and employees, 5S can generate cost savings and profits that benefit both the business and its workers. Effective delivery of 5S training requires engaging employees and tailoring the approach to their specific work environment.
This document outlines a blueprint for a networked organization. It discusses operating processes, managing and learning functions, and leading and engaging stakeholders. The blueprint describes integrating operations through software, planning and organizing resources, generating business ideas through training, and defining a compelling vision to attract and motivate talent. A networked organizational blueprint helps standardize processes, facilitate information sharing, and guide strategic decision making for future business growth.
project harmonization after mergers and acquisitionsMatt Green
This document outlines four key steps for aligning project portfolios after a merger or acquisition (M&A): 1) Align on the overall strategy, 2) Identify opportunities for synergies and resource sharing, 3) Develop an aligned new product development (NPD) process and common language, and 4) Create visibility and control across the combined pipeline. The document uses examples from the medical device industry to illustrate how to identify commonalities between seemingly different processes to facilitate portfolio alignment after M&A.
The document discusses Business Process Reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, and speed. The document outlines several key steps to successfully implementing BPR, including preparing for reengineering, assessment of current processes, developing and testing new processes, and implementing the new system. It notes both advantages and disadvantages of BPR, such as improved customer focus but also potential lowered employee morale during changes. The document also compares BPR to Continuous Process Improvement (CPI), noting their differences in scope, management involvement, and approach to process changes.
The Ultimate Guide to SAP Business Process Intelligence (BPI)Johannes Strasser
The document provides an overview of SAP Business Process Intelligence (BPI) solutions. It introduces SAP BPI as a unified set of solutions that combines deep process analysis with tools for process reengineering. Key SAP BPI solutions covered include SAP Process Insights for performance monitoring and improvement recommendations, SAP Signavio Process Intelligence for process mining and analysis, and SAP Signavio Process Manager for reimagining and collaborating on business processes. The document aims to help readers understand the benefits of SAP BPI solutions for digital transformation, process excellence, and continuous innovation.
This white paper discusses the phenomenon of "malicious compliance", where an employee follows their manager's instructions to the letter in a deliberately unhelpful or counterproductive way, usually due to past resentment over a reprimand. The paper provides an example of an IT worker who is embarrassed by a public telling-off and then only works strict 9-5 hours. It warns that malicious compliance can sabotage projects and advises managers to have empathetic discussions focusing on outcomes, give clear short instructions, and truly listen to disgruntled employees who may have valid technical concerns.
The document provides an overview of Global Harvest Trading's business model, including plans to:
1) Restructure operations in 2012 by streamlining costs, strengthening financial facilities, and building synergies.
2) Focus on quality and sustainable business practices to build a resilient model.
3) Maintain steady supply of high quality goods and strong credit foundations with customers and suppliers.
This white paper discusses using visual pictures or diagrams to fully understand complex concepts and communicate them effectively. It argues that drawing a picture forces one to summarize their thinking in a static visual, demonstrating a deep understanding of the topic. The paper provides examples of diagrams created by the author to illustrate business strategy and architecture. It recommends starting with a detailed diagram, then summarizing the concepts into progressively smaller diagrams to fully internalize the information before being able to discuss it fluently.
This document provides a 7-step methodology for driving change within an organization. The steps include: 1) agreeing on the project plan, scope, and benefits; 2) establishing project governance through committees; 3) determining process metrics; 4) critiquing and improving processes, and installing refined process controls; 5) installing behavioral changes; and 6) driving behavioral change. The methodology emphasizes establishing metrics, quantifying benefits, and changing behaviors through measurements to successfully implement changes.
This white paper provides a guide to understanding business architecture using a people, process, technology model. It describes the key elements of people as names, positions, and roles. For process, it distinguishes between transactional flows, management processes, and organizational structure. Technology elements are defined as service points, information, and applications. The document emphasizes that people, process, and technology are intertwined and provides examples of how to model the relationships between the elements, including using RACI matrices and process mapping guidelines. Understanding the interrelationships between these elements is seen as key to developing a comprehensive business architecture.
- The document discusses a change the author's wife implemented at home by moving the cutlery drawer from the top drawer to the second drawer down, which took him a week to accept.
- It then draws a parallel to change management at work, noting that for change to be sustainable, people have to want to change rather than just comply.
- The key is to engage the hearts and minds of employees by addressing what's in it for them and creating an environment where they believe things will improve as a result of the change.
This white paper discusses how to better understand business requirements by defining common business terms and categories of requirements. It proposes that requirements be separated into four categories: 1) business requirements which define goals and objectives, 2) functional requirements which define how goals will be achieved, 3) information requirements which define screen and field definitions, and 4) technical requirements which define how technology will store and process information. Defining these categories and common terms can help reduce misunderstandings caused by ambiguous business jargon.
1) The document discusses the importance of properly aligning risk management plans at the tactical level with the strategic risk frameworks and risk appetite set at the senior management level.
2) It recommends that tactical risk plans start by confirming the company's culture and risk appetite, then identifying risks based on risk tolerances set, rather than starting with identifying risks.
3) Managing risks involves "protecting" the company through self-insuring, transferring risk, or reducing risks, with the approach determined by risk appetite and time horizon. Reducing risks is best done through relating risks to business processes and control points within processes.
This white paper discusses judgement support in decision making. It defines judgement support as providing managers a selection of suitable decisions to choose from for specific circumstances, rather than just providing information to assist in decision making. It argues that providing predefined choices of decisions can accelerate decision making while still maintaining quality. The paper also discusses how judgement support can be applied by providing employees clear parameters for decisions that impact costs and ensuring processes follow predetermined decision points.
This document outlines the 5 steps of the business process reengineering (BPR) methodology: 1) Prepare for reengineering, 2) Map and analyze the as-is process, 3) Design the to-be process, 4) Implement the reengineered process, and 5) Continuously improve the process. It discusses each step in detail, emphasizing the importance of understanding customer needs, analyzing existing processes for inefficiencies, designing new processes, implementing changes, and ongoing monitoring and improvement. The goal of BPR is to dramatically restructure processes to better meet customer requirements and organizational objectives.
BPR (Business Process Reengineering) aims to radically redesign business processes to achieve dramatic improvements in performance. It involves fundamentally rethinking how work is done to better meet customer needs. The document outlines the seven steps of a typical BPR project including documenting current processes, establishing performance measures, developing and testing new processes, and implementing changes. It also discusses why some BPR projects fail and argues that when done properly, BPR can provide significant competitive advantages by better serving customers.
One slide-show-by-hassan-el-meligy- the need of bpr business process renginee...Beta-Research.org
This document discusses the need for business process re-engineering (BPR) in the private sector. It covers several key aspects of conducting a BPR project, including approach, strategy, people, tools, and technology. The preface argues that terms like restructuring and BPR are often used interchangeably but aim to improve performance. The approach section outlines analyzing the current and desired situations. Strategy discusses aligning BPR with organizational strategy and objectives. People are noted as a key obstacle if not properly incentivized. Tools should be simple and technology is becoming more integral to processes. Closure emphasizes each BPR project is unique and requires understanding people and the industry.
The document discusses business process ownership and the role of the Business Process Owner (BPO). It states that assigning a single person accountability for end-to-end business processes can help ensure improvements from change management programs are sustained. A BPO is responsible for continuously managing and improving a key business process that spans multiple departments. The roles of a BPO include designing and measuring the process, coaching process participants, and acting as an ambassador for the process.
The document discusses back office integration and management. It discusses how integrating back office solutions can improve productivity, increase communication, maximize resources, and drive performance in both the back office and front office. Integrating solutions provides visibility into operations, allows for better measurement of key performance indicators like effectiveness, efficiency, and quality, and helps streamline processes across departments for improved business success.
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/power-business-process-improvement
Creating a sustainable learning & development function v2Deepak Chawla
Creating a sustainable learning and development function is challenging but rewarding. It is important to share a common vision with management by understanding business objectives and creating a multi-year roadmap aligned with organizational goals. Gaps should be identified through needs assessments to focus training on priority areas. A systematic training model and six disciplines can be used to design effective modular programs. Return on investment must be considered to justify costs and evaluate impact on business results.
This document discusses the 5S methodology for organizing and improving efficiency in the workplace. 5S involves sorting, setting in order, shining, standardizing, and sustaining these practices. The 5S approach helps eliminate waste, improve space utilization and productivity. When implemented properly with support from management and employees, 5S can generate cost savings and profits that benefit both the business and its workers. Effective delivery of 5S training requires engaging employees and tailoring the approach to their specific work environment.
This document outlines a blueprint for a networked organization. It discusses operating processes, managing and learning functions, and leading and engaging stakeholders. The blueprint describes integrating operations through software, planning and organizing resources, generating business ideas through training, and defining a compelling vision to attract and motivate talent. A networked organizational blueprint helps standardize processes, facilitate information sharing, and guide strategic decision making for future business growth.
project harmonization after mergers and acquisitionsMatt Green
This document outlines four key steps for aligning project portfolios after a merger or acquisition (M&A): 1) Align on the overall strategy, 2) Identify opportunities for synergies and resource sharing, 3) Develop an aligned new product development (NPD) process and common language, and 4) Create visibility and control across the combined pipeline. The document uses examples from the medical device industry to illustrate how to identify commonalities between seemingly different processes to facilitate portfolio alignment after M&A.
The document discusses Business Process Reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, and speed. The document outlines several key steps to successfully implementing BPR, including preparing for reengineering, assessment of current processes, developing and testing new processes, and implementing the new system. It notes both advantages and disadvantages of BPR, such as improved customer focus but also potential lowered employee morale during changes. The document also compares BPR to Continuous Process Improvement (CPI), noting their differences in scope, management involvement, and approach to process changes.
The Ultimate Guide to SAP Business Process Intelligence (BPI)Johannes Strasser
The document provides an overview of SAP Business Process Intelligence (BPI) solutions. It introduces SAP BPI as a unified set of solutions that combines deep process analysis with tools for process reengineering. Key SAP BPI solutions covered include SAP Process Insights for performance monitoring and improvement recommendations, SAP Signavio Process Intelligence for process mining and analysis, and SAP Signavio Process Manager for reimagining and collaborating on business processes. The document aims to help readers understand the benefits of SAP BPI solutions for digital transformation, process excellence, and continuous innovation.
LANSA, Business Process Integration buyers guideMarjanna Frank
Typically the most frequent and demanding changes to the business environment do not directly affect the core applications. Rather, they have to do with the ways in which those applications need to interact with each other and with the outside world. The challenge of Business Process Integration (BPI) is to open up those applications so that the enormous value contained in them can remain relevant and effective in a connected world.
The complete guide to project management for startupsSameerShaik43
Starting a business is building the future. Yes! Because you are trying to create something that is not existing. Unknown to most startups, such is often characterized by many different tasks. These tasks include building new products, marketing, dealing with both old and new clients, administrative duties, etc.
https://www.tycoonstory.com/resource/the-complete-guide-to-project-management-for-startups/
The four-step BPO feasibility framework will provide mid-sized and small business owners a simple but effective filtering process to make right choices in their BPO decisions. Each step is built around key set of questions, and answers that will help business owners in making right outsource decisions.
Paul is the president of the company and he wants to improve the bottom line. He can cut in spedding or do a well-structured revision and improvement of working methods in Marketing and Sales, to increase revenues and profits. Can he do it alone?
Paul is the president and he wants to improve the bottom line. He can cut in expenses or put in place a well-structured revision and improvement of working methods in Marketing and Sales to increase revenues and profits.
Can he do it alone?
The document discusses business process modeling and its benefits. It argues that modeling processes can help identify inefficiencies and improve quality, customer service, and reduce costs. The modeling process involves workshops with different levels of an organization, from senior executives to frontline staff, to capture different perspectives and build detailed models. An effective model provides different views for different user groups and links all processes together. The model should then be used across the organization for various purposes like organizational design, performance measurement, training, and continuous improvement initiatives. Overall, process modeling creates a shared understanding of how work gets done and opportunities to enhance performance when the model is utilized on an ongoing basis.
The document discusses internet marketing planning and its role within an organization's overall marketing strategy. It explains that internet marketing planning fits within a hierarchy that typically includes a corporate strategic plan, divisional strategic plans, a strategic marketing plan, annual marketing plans, and more targeted marketing communications and program plans. The internet marketing plan provides detailed guidance and budgets for specific internet marketing activities, programs, and campaigns over varying time periods to support organizational goals. Successful planning requires understanding an organization's planning processes and thoroughly analyzing its industry and customers.
This document discusses stakeholder management, which is one of the four building blocks of change management. It argues that stakeholder management should be the primary focus and backbone of any change management program. The document recommends conducting a stakeholder impact analysis workshop early on to identify all stakeholders and how they will be impacted. It also provides a simple 2x2 matrix for analyzing stakeholders based on their power and interest in the project, in order to determine the appropriate engagement strategy for each stakeholder group.
This white paper discusses developing an effective business strategy. It emphasizes that management must agree on how they will frame the strategy discussion, as different frames can lead to different assumptions. It also stresses the importance of agreeing on the business's "endgame" or long term goals. The paper provides a process for a strategy workshop, including analyzing internal capabilities and external opportunities/threats. It suggests tools for structuring these analyses and prioritizing the key issues identified. The overall goal is for management to answer questions about the business, their goals, why they will succeed, and how they will achieve and manage success.
1. The document discusses using surveys to measure and drive organizational change.
2. It emphasizes defining concepts clearly and breaking them into specific measurable parts to get useful insights from surveys.
3. An example survey on information quality is provided that measures completeness on a 8-point scale, showing both current and ideal positions to identify gaps where change is needed.
This white paper discusses business outcome management, which focuses on the outcomes that companies want to achieve rather than just the initiatives and activities. It emphasizes linking initiatives to outcomes through a two-dimensional mind map. The mind map makes the relationships between initiatives and outcomes explicit and helps management teams establish a common purpose. The paper also describes a four-part workshop process used to develop a business outcomes roadmap by identifying the desired outcomes, current issues, sub-outcomes, and initiatives required to achieve the outcomes.
1) The SWOT analysis is commonly used but often results in vague statements that lack context and clear conclusions.
2) To improve the SWOT, it should be overlaid on the company's value chain to identify strengths, weaknesses, opportunities, and threats in each business process area.
3) This provides useful insights into where to apply strengths or address weaknesses, and allows for clear conclusions to be drawn from the analysis.
This document discusses the importance of entrepreneurs taking time to think deeply about their business problems and opportunities. The author's father advised taking baths at night to focus on one's own problems rather than those of one's employer. For internal entrepreneurs still working for a company, "bath time" means stepping back from daily tasks to reflect creatively on how their work contributes to the overall business and find new insights. The document urges internal entrepreneurs to clearly define how their ideas address primary issues, gain support, and market their ideas successfully within the company in order to make a big impact and potentially transition to being a self-employed entrepreneur.
- Managers leading transformational change projects need to be willing to be "politically incorrect" and unreasonable to fully realize the intended benefits of a project.
- Consultants often only deliver 80% of what is needed before the project budget runs out, focusing on tangible early deliverables rather than intangible late-stage work that provides real value.
- The project sponsor needs to push back and demand the full 100% be delivered, even as fatigue sets in, to avoid settling for an adequate rather than exceptional outcome. Being unwilling to compromise is critical to the project's success.
This white paper discusses the need to better link change management and risk management on projects. It argues that change managers are essentially risk managers as their primary role is to mitigate stakeholder-related risks. However, change management plans are often developed separately from risk registers and not aligned. The paper recommends replacing separate change management plans with a revised risk register that becomes the change management plan. This would ensure risk mitigation strategies and change management activities are better integrated and aligned to the project's goals.
- The client had a 200-page booklet full of KPIs that were mostly showing problems (red indicators), but nothing was being done to address the issues.
- The purpose of KPIs is to manage behavior - they should measure things that managers can actually change to influence behavior.
- KPIs need to be defined at a micro level so managers and staff understand specifically what needs to change in their behaviors to improve results. Broad KPIs like "increase sales" are not helpful without further definition.
1) The document discusses helping a colleague clarify his business ideas by drawing out the business processes and following the flow of money. This revealed flaws in the initial mental model and resolved blocks.
2) It notes managers are often reluctant to engage with business details, but that understanding processes, their relationships, and money flows is important for insights like gaps in revenue generation.
3) A sample process map is shown and explained to illustrate how understanding relationships between processes provides more value than individual maps. This level of detail is needed to properly design shared services and service level agreements.
This document discusses different ways to measure business performance through key performance indicators (KPIs), service level agreements (SLAs), and other metrics. It outlines four frames for measuring performance: external, horizontal, vertical, and community. The horizontal view measures performance across internal functions and values chains using lead indicators and working level agreements between managers. The vertical view focuses on individual departments and uses lag indicators to measure efficiency. Both views require setting targets to compare actual performance to expected results. Relationships with suppliers and customers are important to consider from a community view of metrics. Effective measurement requires understanding how the business will respond to results and selecting the right metrics for decision-making needs.
This white paper discusses developing a strategy to grow shareholder wealth. It identifies the four primary drivers of organizational value as profitability, productivity, cash flow, and strategic growth. The paper focuses on differentiation, which is improving returns in an existing market rather than diversification into new markets. It discusses positioning products in terms of degree of differentiation and cost leadership to maximize both margin and sales volume. Productivity is also key and is measured by the input-output ratio of a company's assets. The overall strategy presented is to understand markets, customer demand, and how to improve return on capital employed through differentiation, profitability and productivity.
This white paper discusses organizational culture and how to change it. It explains that culture is shaped by myths, rituals, ceremonies, and the physical environment of an organization. Understanding the current "As Is" culture is important before defining the new "To Be" culture. The internal drivers of culture include leadership, management style, and rewards. The external environment also influences culture. Truly transforming culture takes time and may require changing people or the way the organization operates.
Six foot4 organisational governance white paperGarth Holloway
This white paper discusses organizational governance and the importance of managing both compliance and performance. It defines governance as the proactive management of variance across compliance and business metrics like revenue and costs. While compliance focuses on adhering to policies and regulations, performance refers to meeting operational targets. The paper argues that multiple frameworks are needed to understand various risks, and that a risk manager should own a repository linking frameworks to business processes and control points to help manage complexity. Process managers are responsible for ensuring adherence to applicable compliance requirements.
Sixfoot4 information management white paperGarth Holloway
This white paper discusses information theory and its practical applications for businesses. It defines information as having quality attributes (e.g. relevance, accuracy) and physical attributes (e.g. how it is collected, stored). The quality attributes are like symptoms that businesses focus on, while the physical attributes are the underlying causes that must be addressed. A model is presented showing the relationships between quality attributes, physical attributes, factors of production (e.g. human resources, inventory), and time (past, present, future). Together these provide context for decision making. Properly defining information requirements upfront can help ensure technology purchases meet business needs.
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
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popular canines. The French Bulldog is the new top dog in the
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rankings in rapid time despite having health concerns and limited
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.