Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Bücher
Zeitschriften
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
SLX-Digitalkonferenz: Zukunftswerkstatt 2024

Mehr Umsatz mit Top-Kontakten

Am 7. Mai erfahren Sie, wie Vertriebsteams Leadgenerierung, Leadnurturing und Leadstrategien effizient steuern können.
Erweiterte Suche
Anmelden
nach oben

2017 | Buch

Business Process Management: What Is It and Why Do You Need It? Kapitel lesen Erstes Kapitel lesen

High Performance Through Business Process Management

Strategy Execution in a Digital World

verfasst von: Mathias Kirchmer

Verlag: Springer International Publishing

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

Einloggen, um Zugang zu erhalten
insite
SUCHEN

Über dieses Buch

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.

Inhaltsverzeichnis

Frontmatter
Chapter 1. Business Process Management: What Is It and Why Do You Need It?
Abstract
Today, businesses need to master the volatile business environment with its opportunities and threats to ensure short-term success and long-term survival. The agile transformation, improvement, and adjustment of business processes are no longer an option but mandatory for sustainable business success. Therefore, business process management (BPM) has become an important topic for most organizations—even if they sometimes call it something different.
Mathias Kirchmer
Chapter 2. Innovation: Enabled by Process Management
Abstract
Today’s business environment is constantly changing—new opportunities and challenges arise every day—often driven through increased digitalization. Achieving and sustaining high performance has become more and more difficult. New competitors emerge from all around the world empowered through the “Internet of things,” while others disappear. A company becomes a member of many enterprise networks, resulting in more changes and additional competitive situations. Fingar, a well-known BPM expert, introduces “extreme competition” as a result of different market forces, like knowledge as business capital, the Internet, “jumbo transportation,” billions of new “capitalists,” as well as the new dimension of information technology and digitalization [1].
Mathias Kirchmer
Chapter 3. Digital Technologies for Process Execution
Abstract
Digitalization is nowadays a key topic in basically every organization. Most business processes are at least partially supported by digital information technology (IT). They are “digital.” Applications like enterprise resource planning (ERP), customer relationship management (CRM), supply chain management (SCM), or similar systems are present in most enterprises in one or another way. Many executives are already considering new technology environments on the basis of service-oriented architectures (SOA) or are in the midst of such an implementation. Some companies even take these ideas to the next level, such as procuring their software through “the cloud” or using Web 2.0 applications. But what does it all mean? How do these digitalization components fit into the bigger picture of “strategy execution” and the discipline of value-driven process management?
Mathias Kirchmer
Chapter 4. People Enablement for Process Execution
Abstract
Change is the only constant in today’s business environment. Mastering this change successfully is a main driver for establishing business process-oriented management approaches in enterprises striving for high performance. New, flexible digital information technology (IT) architectures provide the necessary agility and innovation from a technology point of view, as we have discussed in the previous chapter. But how can you prepare people and help them cope with impending adjustments? How can people benefit from the opportunities of change and avoid the threats? People enablement through appropriate change management provides the answer to those questions. People change management has become one of the greatest challenges for organizations on their journey to high performance in our digital world. Companies have to manage their talent with caution and enable continuous learning, as well as help adjust to different business and work environments.
Mathias Kirchmer
Chapter 5. Business Process Governance
Abstract
Today, many enterprises still use concepts of business process management (BPM) for one-time transformation and improvement projects or short-term initiatives. An increasing number of organizations, however, recognize its power as a fundamental management discipline which is instrumental in achieving strategic goals for competitive advantage and long-term success. BPM becomes the discipline of strategy execution. This demands ongoing attention to deliver high performance in our digital world. The “process of process management” has to be managed as part of the day-to-day business. Organizations must orchestrate and adapt their overall management approach to realize the full potential of the BPM-Discipline. These organizational aspects about granting power, making decisions, acting on them, and controlling the results are referred to as business process governance (BPG). BPG enables the effective management of the process life cycle and with that the achievement of high performance.
Mathias Kirchmer
Chapter 6. Reference Models: Accelerators and More
Abstract
Quality and speed of the process design have a significant impact on the management of the business process life cycle through the value-driven BPM-Discipline. The information models produced in the process design lay the basis for the implementation, execution, and controlling of processes. The use of flexible next-generation process execution environments requires an input business process models in high-quality syntactical and semantic formats. Ensuring such modeling is of quality can be very time-consuming. The use of appropriate process-modeling tools and even more importantly leveraging process templates that are adapted to company-specific requirements can help tremendously. The use of appropriate business process templates increases the efficiency and effectiveness of the process design phase. A client I have worked with stated that the use of such predefined templates as a starting point of the process design had reduced the design time by over 50%—while maintaining or even increasing the design quality. The process templates are generally called “business process reference models.” Reference models facilitate the achievement of high-quality design while keeping best efficiency.
Mathias Kirchmer
Chapter 7. Managing Inter-enterprise Processes
Abstract
Many organizations still struggle with the management of their internal business processes to overcome functional barriers. However, an increasing number of companies are targeting the integration between organizations or so-called inter-enterprise processes. Successful companies operate in a network with other organizations to leverage their strengths and compensate for their weaknesses. Mutual interdependencies are created and managed to drive additional value and to ensure high performance for the “inter-enterprise organization” as a whole. Companies become “platforms” that integrate customers with various suppliers, as enterprises like Amazon, eBay, or Uber show. Uber, for example, does not own many physical assets like a traditional taxi or limousine company. But they have processes in place linking clients to the owners of cars who are the suppliers of Uber.
Mathias Kirchmer
Chapter 8. Managing Emergent Processes in a Digital World
Abstract
The amount of data produced from the beginning of history until 2002 is now produced in about 10 min. By 2020 this amount of data will be produced in less than a second—through over 40 billion interconnected devices in a digital world [1]. But this data is only worth something when it is translated into action. That’s where the knowledge worker is active. Routine work is already highly automated. Only the real difficult nonroutine work needs the intervention of a knowledge worker. Knowledge and the people who work with knowledge have become increasingly important for achieving high performance in today’s digital world. Knowledge workers are the “emerging heroes” [2]. They know how to take decisions and set actions in an unstructured “chaotic” environment [3].
Mathias Kirchmer
Chapter 9. Globalization Requires Value-Driven BPM
Abstract
Globalization is a megatrend that influences the business environment tremendously. Although the world was once dominated by the economies of Europe, North America, and Japan, there are now new and important players emerging like China and India. There is no doubt that globalization is changing the world in which we do business. Most successful enterprises work with customers, suppliers, and other market partners in multiple countries around the world. They often have subsidiaries with operations in various countries on different continents. As Friedman says, “the world has become flat” [1]. For example, a midsized manufacturer of highly sophisticated machinery tools focused on the Canadian and US markets. Step by step, the company began to follow its customers and prospects to Europe and opened a plant in Germany, then on to Brazil, and China. Thus, the company became a player in the global market. The markets are linked through the Internet of things and an all-present digitalization so that most transactions can be executed all over the world, essentially in real time.
Mathias Kirchmer
Chapter 10. Small and Medium Enterprises Need Value-Driven BPM
Abstract
Small and medium enterprises (SMEs) are playing an important role in the global business environment. More than 90% of all firms in the European Union are considered as SMEs [1]. The Kauffman Index 2016 for Startup Activities in the United States reports currently over 500,000 new business owners per month. Also, larger companies often organize their divisions as small enterprises that conduct business like mid-market firms.
Mathias Kirchmer
Chapter 11. What Has Jazz to Do with BPM?
Abstract
Jazz and BPM have more in common than you may realize. Jazz and its inherent improvisation can be used as a metaphor that helps business process engineers deal with the continuous change and dynamic of today’s business environment as they help their organizations pursue high performance in our digital world. Business process engineers can learn a lot from Jazz musicians.
Mathias Kirchmer
Chapter 12. The Discipline of Value-Driven BPM in Practice: A Case Example
Abstract
Several readers of the past editions of this book have asked for an integrated case study. That is why I have added this chapter describing the case of a consumer goods company that needs to address, on one hand, urgent business issues using process-led approaches and wants, on the other hand, to establish BPM as a management discipline that supports the ongoing systematic execution of the business strategy.
Mathias Kirchmer
Backmatter
Metadaten
Titel
High Performance Through Business Process Management
verfasst von
Mathias Kirchmer
Copyright-Jahr
2017
Electronic ISBN
978-3-319-51259-4
Print ISBN
978-3-319-51258-7
DOI
https://doi.org/10.1007/978-3-319-51259-4

Premium Partner

    Bildnachweise