1) The document discusses a business optimization process involving understanding current processes and objectives, conducting interviews to identify challenges, and defining key performance indicators and data sources.
2) It then covers establishing ongoing change management through explaining changes, involving and motivating employees, and inspiring new ideas.
3) The approach involves planning, executing, testing and rolling out implementations based on previous phases while monitoring performance indicators.
Process Progression Model – A holistic transformation framework by Infosys BPOInfosys BPM
Winning in today’s dynamic markets requires enterprises to be more agile, which comes from having fluid business processes that can rapidly execute an enterprise’s business goals.
We have managed large and complex processes for more than 150 clients – across global locations and industries. Most of them have been with us for many years and this multi-year view of engagements has given valuable insight on how transforming processes is key to transforming the business.
So we created a holistic framework to address the complete cycle of objectives of the three stages of progression of a business process – Operate, Optimize and Transform.
1) The document discusses a business optimization process involving understanding current processes and objectives, conducting interviews to identify challenges, and defining key performance indicators and data sources.
2) It then covers establishing ongoing change management through explaining changes, involving and motivating employees, and inspiring new ideas.
3) The approach involves planning, executing, testing and rolling out implementations based on previous phases while monitoring performance indicators.
Process Progression Model – A holistic transformation framework by Infosys BPOInfosys BPM
Winning in today’s dynamic markets requires enterprises to be more agile, which comes from having fluid business processes that can rapidly execute an enterprise’s business goals.
We have managed large and complex processes for more than 150 clients – across global locations and industries. Most of them have been with us for many years and this multi-year view of engagements has given valuable insight on how transforming processes is key to transforming the business.
So we created a holistic framework to address the complete cycle of objectives of the three stages of progression of a business process – Operate, Optimize and Transform.
The document discusses 10 use cases for Tealium AudienceStream, a digital marketing tool. It outlines defining a use case, including determining necessary data sources and key performance indicators. Five use cases that have already been deployed are highlighted: site personalization, message timing, progressive profiling, engagement and propensity modeling, and mobile/IoT integration. The goal is to provide targeted marketing across channels through a unified data foundation.
The document discusses Tata Communications' transformation from a monopoly telecom provider in India to an international player. It summarizes Tata Communications' expansion globally through strategic acquisitions and investments in new technologies and services. The transformation included offshoring jobs to India and establishing global delivery centers to become more competitive and transform into a new outsourcing model for other carriers.
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
The document provides an overview of business transformation, defining it as fundamentally changing what an organization does, how it does it, and for whom. It discusses driving factors for transformation, different types of transformation, and key elements needed for effective transformation including change management maturity, program management capability, and having the right change management framework, project management capability, and people involved.
Business transformation is a change management strategy that aims to align a company's people, processes, and technology more closely with its new, challenging business strategy and vision. It involves 10 key steps: orientation, communication, metrics, motivation, building coalitions, identifying talent gaps, redesigning processes, leadership development, shifting business culture, and monitoring progress. The overall goal is to help a company successfully implement strategic changes.
This document discusses business transformation and innovation. It provides an overview of the need for organizations to constantly change and adapt to their external environment in order to survive. It also discusses how Capita Symonds can help organizations transform their strategies, processes, behaviors, infrastructure, and customer service to create smarter and more sustainable operations. The document then goes into more detail on various aspects of organizational transformation.
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
Op 24 september 2015 heb ik bij Rutgers (kenniscentrum seksualiteit) een workshop verzorgd over didactiek en e-learning. Dit zijn de slides die ik heb gebruikt.
Impressive Arts is een ontwerp- en productiebureau met een passie voor de retail- en entertainmentbranche. Wij houden van eenvoud in creatie en communicatie. Geen ingewikkelde concepten of complexe ontwerpen, maar creaties die doordringen tot de essentie, met een boodschap die uw doelgroep begrijpt.
The document discusses 10 use cases for Tealium AudienceStream, a digital marketing tool. It outlines defining a use case, including determining necessary data sources and key performance indicators. Five use cases that have already been deployed are highlighted: site personalization, message timing, progressive profiling, engagement and propensity modeling, and mobile/IoT integration. The goal is to provide targeted marketing across channels through a unified data foundation.
The document discusses Tata Communications' transformation from a monopoly telecom provider in India to an international player. It summarizes Tata Communications' expansion globally through strategic acquisitions and investments in new technologies and services. The transformation included offshoring jobs to India and establishing global delivery centers to become more competitive and transform into a new outsourcing model for other carriers.
This session introduces some of the principles behind a proposed Business Process Management (BPM) reference model, equivalent to the Workflow Management Coalition (WfMC) Workflow Reference Model.
There is signifi cant holistic advantage in deriving the BPM reference model not from workflow or BPM technology, but from logical and architectural analysis of what it is to be a business process. The same model
can then support technology, operational process management and business transformation. The principles address fundamental questions like:
• What is a business process? Where does it start and stop? What are its logical components?
• How can one process control structure cover both manual and automated functionality?
• Where do rules fit in?
• How to ensure process models align with data models?
Does process thinking mean rethinking requirements analysis, solution design and IT engagement and delivery models?
The document provides an overview of business transformation, defining it as fundamentally changing what an organization does, how it does it, and for whom. It discusses driving factors for transformation, different types of transformation, and key elements needed for effective transformation including change management maturity, program management capability, and having the right change management framework, project management capability, and people involved.
Business transformation is a change management strategy that aims to align a company's people, processes, and technology more closely with its new, challenging business strategy and vision. It involves 10 key steps: orientation, communication, metrics, motivation, building coalitions, identifying talent gaps, redesigning processes, leadership development, shifting business culture, and monitoring progress. The overall goal is to help a company successfully implement strategic changes.
This document discusses business transformation and innovation. It provides an overview of the need for organizations to constantly change and adapt to their external environment in order to survive. It also discusses how Capita Symonds can help organizations transform their strategies, processes, behaviors, infrastructure, and customer service to create smarter and more sustainable operations. The document then goes into more detail on various aspects of organizational transformation.
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
Op 24 september 2015 heb ik bij Rutgers (kenniscentrum seksualiteit) een workshop verzorgd over didactiek en e-learning. Dit zijn de slides die ik heb gebruikt.
Impressive Arts is een ontwerp- en productiebureau met een passie voor de retail- en entertainmentbranche. Wij houden van eenvoud in creatie en communicatie. Geen ingewikkelde concepten of complexe ontwerpen, maar creaties die doordringen tot de essentie, met een boodschap die uw doelgroep begrijpt.
Presentatie Innovatief Lesmateriaal: Speelleren in de 21e eeuw (De Rolf Groep)Like to Share
Van maandag 9 tot en met vrijdag 13 maart heeft Like to Share Innovatief Lesmateriaal georganiseerd; een week waarin regio bijeenkomsten in verschillende steden het mogelijk hebben gemaakt om vooraanstaande producenten, dienstverleners en specialisten op het gebied van digitale content in het onderwijs bij elkaar te brengen.
2. Wat is voor leerlingen van 9 tot 12 jaar de meest ideale manier om instrumentele ICT vaardigheden te leren? De manier waarbij het niet gaat om de instrumentele ICT vaardigheden!
33. Wat is voor leerlingen van 9 tot 12 jaar de meest ideale manier om instrumentele ICT vaardigheden te leren? De manier waarbij het niet gaat om de instrumentele ICT vaardigheden!