Kirchmer High Performance Through Business Process Management

Strategy Execution in a Digital World
3rd Auflage 2017
ISBN: 978-3-319-51259-4
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 231 Seiten

This management book presents value-driven business process management as a successful discipline to turn strategy into people- and technology-based execution, quickly and at minimal risk. It shows how to achieve high performance successfully in a digital business environment. Static business models do not keep pace with the dynamic changes in our digital world. Organizations need a management approach that fits this environment and capitalizes on its opportunities while minimizing the related risks. They need to execute their business strategy fast and reliably. In effect, they have to know how and when to modify or enhance their business processes, which processes are the best candidates for intervention, and how to move rapidly from strategy to execution.     This means organizations need to establish business process management as a real management discipline. The importance of process innovation, digital technology and people aspects, process governance, internationalization, emerging processes and the unique situation in mid-market organizations are some of the key topics discussed in this book. It ends with a comprehensive case study and a discussion about what process engineers can learn from jazz musicians.

Dr. Kirchmer is a visionary leader, thought leader and innovator in the field of Business Process Management (BPM), combining his broad practical business experience with his extensive academic research. He has added significant value to organizations of various sizes and industries in an international environment.Most recently, Dr. Kirchmer co-founded BPM-D, a company focused establishing and applying the BPM-Discipline for strategy execution in a digital world. BPM-D was named by CIO Review one of the 20 Enterprise Architecture solution providers to watch and by InsithsSuccess one of the 50 most valuable Tech Start-ups in the US. Before he was Accenture's Managing Director & Global Lead for BPM and CEO of the Americas & Japan for IDS Scheer, best known for its ARIS software. Dr. Kirchmer remains involved in academia as an affiliated faculty member at University of Pennsylvania, Widener University, Philadelphia University and guest professor at the Universidad de Chile. In 2004, he received a research and teaching fellowship from the Japan Society for the Promotion of Science. Dr. Kirchmer has published 6 books and over 120 articles.  Dr. Kirchmer holds a PhD in Information Systems from Saarbrucken University, Germany, a Master in Business Informatics from Karlsruhe Technical University, Germany, as well as a Master in Economics from Paris-IX-Dauphine University, France.

Autoren/Hrsg.

Kirchmer, Mathias

Inhaltsverzeichnis

1;Foreword to Third Edition;5
2;Foreword to Second Edition;7
3;Foreword;8
4;Preface;9
5;Contents;11
6;Abbreviations;14
7;Chapter 1: Business Process Management: What Is It and Why Do You Need It?;16
7.1;1.1 What Is a Business Process?;18
7.2;1.2 What Is BPM?;23
7.3;1.3 What Is Value-Driven BPM?;25
7.4;1.4 Value-Driven Business Process Management Applied to the Process Life Cycle;29
7.5;1.5 The Process Factory: A Core Component of Value-Driven BPM;31
7.6;1.6 Running the Process Factory;33
7.7;1.7 The Bottom Line;40
7.8;References;42
8;Chapter 2: Innovation: Enabled by Process Management;44
8.1;2.1 What Has Innovation to Do with Business Processes?;45
8.2;2.2 Some More Thoughts About Innovation and Processes;48
8.3;2.3 What Is the Business Process of Innovation?;52
8.4;2.4 How Does BPM Enable Innovation Systematically?;55
8.5;2.5 Examples for Innovation Through Appropriate Process Management?;58
8.6;2.6 The Bottom Line;59
8.7;References;60
9;Chapter 3: Digital Technologies for Process Execution;62
9.1;3.1 The ``Traditional´´ Path to Process Execution: Enterprise Resource Planning (ERP) and More;63
9.2;3.2 New Flexibility in Process Execution: Service-Oriented Architecture (SOA);68
9.3;3.3 The Next Generation of Process Execution: The Power of Digitalization;72
9.4;3.4 Bottom Line;78
9.5;References;79
10;Chapter 4: People Enablement for Process Execution;81
10.1;4.1 What Is Business Process Change Management?;82
10.2;4.2 How Do You Provide Information and Communication?;87
10.3;4.3 How Do You Provide Process Training?;90
10.4;4.4 Digitizing the Process of Change Management;92
10.5;4.5 The Bottom Line;93
10.6;References;94
11;Chapter 5: Business Process Governance;95
11.1;5.1 Business Process Governance: What Is It and Why Do You Need It?;96
11.2;5.2 How Do You Establish Business Process Governance?;102
11.3;5.3 What Does It Mean to Sustain Process Governance?;109
11.4;5.4 The Bottom Line;113
11.5;References;114
12;Chapter 6: Reference Models: Accelerators and More;116
12.1;6.1 What Are Reference Models and Why Should You Use Them?;117
12.2;6.2 How to Obtain Reference Models and How to Evaluate Them?;121
12.3;6.3 How Do You Apply Reference Models?;127
12.4;6.4 The Bottom Line;129
12.5;References;130
13;Chapter 7: Managing Inter-enterprise Processes;132
13.1;7.1 Why Is the Management of Inter-enterprise Processes So Important?;133
13.2;7.2 What Is Special with the Design and Implementation of Inter-enterprise Processes?;137
13.3;7.3 What Is Special with the Execution and Controlling of Inter-enterprise Processes?;143
13.4;7.4 Bottom Line;145
13.5;References;146
14;Chapter 8: Managing Emergent Processes in a Digital World;148
14.1;8.1 What Are Emergent Processes and Why Are They Managed Differently?;150
14.2;8.2 How Can One Manage Emergent Processes?;152
14.3;8.3 What Tools Support the Management of Emergent Processes?;158
14.4;8.4 The Bottom Line;160
14.5;References;161
15;Chapter 9: Globalization Requires Value-Driven BPM;163
15.1;9.1 Some Personal Impressions;165
15.2;9.2 Globalization Changes Processes;169
15.3;9.3 How Can Value-Driven BPM Help?;175
15.4;9.4 The Bottom Line;178
15.5;References;179
16;Chapter 10: Small and Medium Enterprises Need Value-Driven BPM;181
16.1;10.1 Definition and Characteristics of SMEs;182
16.2;10.2 Why Do Small and Medium Enterprises Need BPM?;185
16.3;10.3 How Do SME Characteristics Impact Business Process Management?;187
16.4;10.4 Examples for Mid-market Business Process Management Offerings;189
16.5;10.5 What Does It All Mean for Value-Driven BPM in the Mid-market?;192
16.6;10.6 The Bottom Line;193
16.7;References;193
17;Chapter 11: What Has Jazz to Do with BPM?;195
17.1;11.1 Teamwork with Continuously Changing Roles;197
17.2;11.2 Find the Right Degree of Freedom;199
17.3;11.3 Use a Common Language;200
17.4;11.4 Continuous Innovation;201
17.5;11.5 Having Fun Is Important, Too;203
17.6;11.6 The Bottom Line;205
17.7;References;205
18;Chapter 12: The Discipline of Value-Driven BPM in Practice: A Case Example;207
18.1;12.1 Company and Situation Faced;207
18.2;12.2 BPM Actions Taken;208
18.3;12.3 Business Results Achieved;213
18.4;12.4 Some Lessons Learned;215
18.5;12.5 The Bottom Line;216
18.6;References;217
19;Epilogue: Business Process Management Is Becoming Popular in the Digital World;218
20;References;220
21;Appraisals to the Previous Editions;221
22;Bibliography;223