Lehmann Strategy and Business Process Management

Techniques for Improving Execution, Adaptability, and Consistency
Erscheinungsjahr 2012
ISBN: 978-1-4398-9024-0
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 295 Seiten

This book prepares readers to master an IT and managerial discipline quickly gaining momentum in organizations of all sizes – Business Process Management (BPM). It describes how BPM treats processes as a portfolio of strategic assets that create and deliver customer and shareholder value and adapt, when necessary, enabling competitive advantage through consistent performance.

Strategy and Business Process Management: Techniques for Improving Execution, Adaptability, and Consistency defines the planning framework and managerial mindset necessary to craft and drive highly effective business process improvement projects and continuous improvement programs. Readers will learn specific techniques used by industry leaders to formulate and execute business strategy that adapts organizational behavior, business processes, and information technology as a dynamic system designed to assure consistent performance and achievement, even when challenged with unexpected changes or opportunities.

Zielgruppe

Business process managers, IT managers, and project managers.

Autoren/Hrsg.

Lehmann, Carl F.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

BEST PRACTICES USED IN STRATEGIC PLANNING
Prologue: The Management Team Is Summoned
The CEO Speaks
Running a Business versus Running a Business Well
Using Best Practices to Align Strategy and Resources
Overview of the Best Practices of Industry Leaders
Using Best Practices to Innovate and Compete
How to Compete: Competitive Strategy
Competitive Strategy: The Classic Approach
Five Forces Model of Industry Competition
New Entrants
Intensity of Rivalry
Pressure from Substitute Products
Bargaining Power of Buyers (Customers)
Bargaining Power of Suppliers
Determining a Defensible Position
Competitor Analysis
Building on Porter’s Best Practices
How to Focus Operations: The Discipline of Market Leaders
New Rules of Competition
Operating Models
Operational Excellence Operating Model
Product Leadership Operating Model
Customer Intimacy Operating Model
Defining Value
Building on Treacy and Wiersema’s Best Practices
How to Manage Performance: The Balanced Scorecard
Performance Measures from a Financial Perspective
Performance Measures from a Customer Perspective
Performance Measures from an Internal Business Process Perspective
Performance Measures from a Learning and Growth Perspective
Strategy Maps
Summarizing Kaplan and Norton’s Best Practices
Building on Kaplan and Norton’s Best Practices
How to Adapt: Adaptive Enterprise
Sense-and-Respond Organization
Adaptive Loop
Modular Organization
Commitment Management Protocol
Building on Haeckel’s Best Practices
Section I Conclusion: Strategic Planning—A Process, Not An Event
EXECUTION—BEST PRACTICE USE OF STRATEGIC RESOURCES
How to Structure Organizational Behavior for Strategic Execution
Empower and Motivate
Workforce Collaboration
Collaborative Objectives
Managing Responsibility and Accountability

How to Structure Business Processes for Strategic Execution
Defining Processes
Operating, Support, and Management Processes
Operating Processes
Support Processes
Management Processes
Control Processes and Competitive Advantage
Business Rules and Process Controls
Core and Noncore Processes
Preparing to Organize Processes as Assets
Managing Processes as a Portfolio of Assets
Business Process Portfolio Management
Business Process Portfolio
Business Process Inventory
Introducing Business Process Reference Models
Evaluation Dimensions
Next Steps
Analyzing Inventoried Processes
Managing Process Execution
Performance Measurement
Selecting Key Performance Indicators
General Rules about Selecting and Crafting KPIs
Measuring Variance
Using Trend Analysis
Using Benchmarking
Performance Control via Event Management
Exception Management and Resolution Management
Enabling Event Management
Improving Execution through Process Modeling, Analysis, and Simulation
Selecting Processes for Improvement
Symptomatic versus Strategic Process Improvement
Symptomatic Processes
Strategic Processes
Continuous Process Improvement Program
Dealing with Complexity
Simple versus Complex Processes
Assessing Process Complexity
How to Structure Technology for Strategic Execution
Preparing for Process Improvement
IT Trends That Influence IT Strategy
Applications and APIs
Workflow and EDI
ERP
ETL
EAI
Business Process Modeling and Analysis
Business Rules Management
Internet
Open Source
SOA
SaaS and Cloud
BPMS
BAM and BI
Assessing IT Readiness
IT Capabilities Enabling Process Change
Overall IT Readiness
Crafting a Process-Centric IT Strategy
Petitioning for Process-Centric IT Strategy
Investing in Process-Centric IT Architecture
IT Portfolio Management
Objective Evaluation and Financial Analysis
Objective Evaluation
Financial Analysis
Competing for IT Budget
IT Portfolio Budget Structure
Funding Availability
Funding Sources and Accounting Methods
IT Budget Management: Resource Perspective
IT Budget Management: Domain Perspective
IT Budget Management: Purpose Perspective
IT Budget Management: Asset Class Perspective
IT Investment Practices of Industry Leaders
Making an IT Investment Request
Section II Conclusion: Resources Structured for Execution.
HOW TO ALIGN STRATEGY AND RESOURCES TO IMPROVE EXECUTION, ADAPTABILITY, AND CONSISTENCY
Derivative Analysis Technique for Business Strategy and Resource Alignment
Derivative Analysis Defined
Using Derivative Analysis to Align Strategy and Resources: A Self-Assessment
A Generic Derivative Analysis
Section I: Best Practices Used in Strategic Planning
Progress Report—Section I: Best Practices Used in Strategic Planning
Section II: Execution—Best Practice Use of Strategic Resources
Progress Report: Execution—Best Practice Use of Strategic Resources
Final Report: Derivative Analysis
Section III Conclusion: Strategy and Resources Aligned
Epilogue: The Management Team Reconvenes
The Chairman Speaks
Some Practical Success Factors for Improving Execution, Adaptability, and Consistency
Start Where Common Sense Tells You
Avoid Complexity at First
Assign Ownership
Address Misconceptions
Communicate
Check Reversion
Proceed Diligently
SUMMARY CONCLUSION
Summary of Key Guidance
Prologue: Management Team Is Summoned
Section I: Best Practices Used in Strategic Planning
Section II: Execution—Best Practice Use of Strategic Resources
Section III: How to Align Strategy and Resources to Improve Execution, Adaptability, and Consistency
Epilogue: Management Team Reconvenes
Appendix A: Important Terminology
Appendix B: How to Evaluate Business Process Analysis Software
Works Cited

Index

Über Autor(innen)

Carl F. Lehmann is Founder & Principal Analyst at BPMethods, LLC, Duxbury, Massachusetts, USA.