Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world's leading BPM thought leaders. This second volume focuses on the managerial and organizational challenges of BPM such as strategic and cultural alignment, governance and the education of BPM stakeholders. As such, this book provides concepts and methodologies for the integration of BPM. Each chapter has been contributed by leading international experts. Selected case studies complement their views and lead to a summary of BPM expertise that is unique in its coverage of the most critical success factors of BPM. The second edition of this handbook has been significantly revised and extended. Each chapter has been updated to reflect the most current developments. This includes in particular new technologies such as in-memory data and process management, social media and networks. A further focus of this revised and extended edition is on the actual deployment of the proposed theoretical concepts. This volume includes a number of entire new chapters from some of the world's leading experts in the domain of BPM.
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world' s leading BPM thought leaders. This first volume focuses on arriving at a sound definition of BPM approaches and examines BPM methods and process-aware information systems. As such, it provides guidance for the integration of BPM into corporate methodologies and information systems. Each chapter has been contributed by leading international experts. Selected case studies complement their views and lead to a summary of BPM expertise that is unique in its coverage of the most critical success factors of BPM. The second edition of this handbook has been significantly revised and extended. Each chapter has been updated to reflect the most current developments. This includes in particular new technologies such as in-memory data and process management, social media and networks. A further focus of this revised and extended edition is on the actual deployment of the proposed theoretical concepts. This volume includes a number of entire new chapters from some of the world's leading experts in the domain of BPM.
Digital Transformation with Business Process Management: BPM Transformation and Real-World Execution
BPM is essential to a company's survival in today's hyper-speed business environment. The goal of Digital Transformation is to help empower enterprises to compete at the highest level in any marketplace. This book provides compelling award-winning case studies contributed by those who have been through the full BPM experience. The case studies describe the processes involved to generate successful ROIs and competitive advantages. Digital transformation describes the changes associated with the application of digital technology in all aspects of human society. These world-renowned authors and leading edge case studies will help you understand the meaning and impact of Digital Transformation and how you can leverage that transformation using BPM you already have. Learn how to extend that into core processes that run the business and thus engage more meaningfully with your customers. The authors discuss the impact of emerging technologies, the mandate for greater transparency and how the ongoing aftershocks of globalization have collectively impacted predictability within the business enterprise.
Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies. It can be read as a whole or you can dip into the easy-to-read, bite-size sections as and when you need to deal with a particular issue. The structure has been specially designed to make sections quick and easy to use â€“ youâ€™ll find yourself referring back to them again and again.
Right Sourcing - Enabling Collaboration puts forward the proposal that the modern enterprise must fundamentally rethink its 'sourcing equation' to become or remain viable. By presenting perspectives on sourcing from 21 different contributors, the editors hope to enable and inspire readers to make better-informed decisions.
What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation
Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth is not. That is why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere.
Most of the denizens of the Antarctic penguin colony sneer at Fred, the quiet but observant scout who detects worrying signs that their home, an iceberg, is melting. Fred must cleverly convince and enlist key players, such as Louis, the head penguin; Alice, the number two bird; the intractable NoNo the weather expert; and a passle of school-age penguins if he is to save the colony. Their delightfully told journey illuminates in an unforgettable way how to manage the necessary change that surrounds us all. Simple explanatory material following the fable enhances the lasting value of these lessons.
Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you donâ€²t yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Coâ€“created by 470 Business Model Canvas practitioners from 45 countries, the book features a beautiful, highly visual, 4â€“color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a gameâ€“changing business modelâ€“â€“or analyze and renovate an old one.
In his bestâ€“selling book, Squirrel Inc., former World Bank executive and master storyteller Stephen Denning used a tale to show why storytelling is a critical skill for leaders. Now, in this handsâ€“on guide, Denning explains how you can learn to tell the right story at the right time. Whoever you are in the organization CEO, middle management, or someone on the front lines you can lead by using stories to effect change. Filled with myriad examples, A Leader's Guide to Storytelling shows how storytelling is one of the few available ways to handle the principal and most difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. The right kind of story at the right time, can make an organization "stunningly vulnerable" to a new idea.
The book introduces the concept of narrative intelligence - an ability to understand and act and react agilely in the quicksilver world of interacting narratives. It shows why this is key to the central task of leadership, what its dimensions are, and how you can measure it. The bookâ€™s lucid explanations, vivid examples and practical tips are essential reading for CEOs, managers, change agents, marketers, salespersons, brand managers, politicians, teachers, parentsâ€”anyone who is setting out to the change the world.
Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by awardâ€“winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven interâ€“locking principles of continuous innovation: focusing the entire organization on delighting clients; working in selfâ€“organizing teams; operating in clientâ€“driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous selfâ€“improvement and communicating interactively. In sum, the principles comprise a new mental model of management.
Change by Design: How Design Thinking Creates New Alternatives for Business and Society: How Design Thinking Can Transform Organizations and Inspire Innovation
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This book introduces the idea of design thinking, the collaborative process by which the designer's sensibilities and methods are employed to match people's needs not only with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It's a human-centered approach to problem solving that helps people and organizations become more innovative and more creative. Design thinking is not just applicable to so-called creative industries or people who work in the design field. It's a methodology that has been used by health organizations to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or rethink supply chain management.
Exploring the paradigm shift in business brought about by innovations in communication technology, this collaboration from three consultant-authors provides a succinct metaphor for the shift in the information economy-from "push" to "pull"-but little else. Though they provide an effective survey of the effect of more interactive, ubiquitous and on-demand communication, it already feels dated; the essential messages that Hagel, Brown, and Davison derive-networking is key, you should pursue your passions, many traditional ways of doing business are over-are old news in the business self-help section. The examples they provide focus primarily on individually-driven collaborative efforts (wikis, online gaming) and make poor analogies for someone looking to revitalize a corporation or present a compelling case for change to colleagues or an intransigent CEO. Professionals who already know that the Internet isn't just a phase will need more information than this book provides.
A wave of business innovation is driving the productivity resurgence in the U.S. economy. In Wired for Innovation, Erik Brynjolfsson and Adam Saunders describe how information technology directly or indirectly created this productivity explosion, reversing decades of slow growth. They argue that the companies with the highest level of returns to their technology investment are doing more than just buying technology; they are inventing new forms of organizational capital to become digital organizations. These innovations include a cluster of organizational and business-process changes, including broader sharing of information, decentralized decision-making, linking pay and promotions to performance, pruning of non-core products and processes, and greater investments in training and education. Brynjolfsson and Saunders go on to examine the real sources of value in the emerging information economy, including intangible inputs and outputs that have defied traditional metrics. For instance, intangible organizational capital is not directly observable on a balance sheet yet amounts to trillions of dollars of value. Similarly, such nonmarket transactions of information goods as Google searches or views of Wikipedia articles are an increasingly large share of the economy yet virtually invisible in the GDP statistics. Drawing on work done at the MIT Center for Digital Business and elsewhere, Brynjolfsson and Saunders explain how to better measure the value of technology in the economy. They treat technology as not just another type of ordinary capital investment by also focusing on complementary investments--including process redesign, training, and strategic changes--and ton he value of product quality, timeliness, variety, convenience, and new products. Innovation continues through booms and busts. This book provides an essential guide for policy makers and economists who need to understand how information technology is transforming the economy and how it will create value in the coming decade.
Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll show what works, what doesn't, and how to use management tools to dramatically increase the payoff from innovation investments. Learn how to define the right strategy effective innovation; how to structure an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization.
In an age of rapidly changing technology, shifting global opportunities, and activist shareholders, executives are expected to respond quickly. These executives are seeking tools that will allow them to keep a step ahead of changes in the business environment, because they are critically aware of the fact that slow change equals slow death.Organizational Change in 100 Days: A Fast Forward Guide is one such tool. Developed to be used as a companion to Fast Forward: Organizational Change in 100 Days, this book provides exercises and worksheets that will allow the reader to develop and implement a plan for organizational change. This guide's flexible format can be used either in groups or by individuals, and will be especially useful to facilitators, trainers, and consultants who work with companies on change strategies.
In the age of rapidly changing technology, increased global opportunities and globalisation, and shareholder activity, executives all over the world are expected to use the right techniques in order to gain the highest level of success for their organization. These executives need the knowledge and tools that will allow them to continue to thrive and remain ahead of the competition in the business environment. This volume and its accompanying guide puts them on the right track. It offers a practical and proven framework for rapid implementation of strategic change that can be used by executives and their organisations. Complete with an collection of examples and checklists, the accompanying guides provide guidance on specific types of change initiatives such as the launch of a new strategic plan, deep cultural change, acquisitions, and new products.
Five years ago Jim Collins asked the question, "Can a good company become a great company, and if so, how?" In Good to Great Collins, the author of Built to Last concludes that it is possible, but finds that there are no silver bullets to greatness. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Gillette, Walgreens and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management or even a fine-tuned business strategy.
How do you lead when the world just won't stand still? Leading in Turbulent Times is based on exclusive interviews with the frontline leaders who know how to adapt to rapid change and how to help their companies overcome the challenging obstacles they face. When change is the name of the game, the best leaders focus on passion; communication; and vision.
The book introduces the idea of Coherency Management, and asserts that this is the primary outcome goal of an enterprise's architecture. With submissions from over 30 authors and co-authors, the book reinforces the idea that EA is being practiced in an ever-increasing variety of circumstances - from the tactical to the strategic, from the technical to the political, and with governance that ranges from sell to tell. The characteristics, usages, value statements, frameworks, rules, tools and countless other attributes of EA seem to be anything but orderly, definable, classifiable, and understandable as might be hoped given heritage of EA and the famous framework and seminal article on the subject by John Zachman over two decades ago. Notably, EA is viewed as an Enterprise Design and Management approach, adopted to build better enterprises, rather than a IT Design and Management approach limited to build better systems.
Digitization of business interactions and processes is advancing full bore. But in many organizations, returns from IT investments are flatlining, even as technology spending has skyrocketed. These challenges call for new levels of IT savvy: the ability of all managers-IT or non-IT-to transform their company's technology assets into operational efficiencies that boost margins. Companies with IT-savvy managers are 20 percent more profitable than their competitors. In IT Savvy, Peter Weill and Jeanne Ross-two of the world's foremost authorities on using IT in business-explain how non-IT executives can acquire this savvy. Concise and practical, the book describes the practices, competencies, and leadership skills non-IT managers need to succeed in the digital economy. You'll discover how to: -Define your firm's operating model-how IT can help you do business -Revamp your IT funding model to support your operating model -Build a digitized platform of business processes, IT systems, and data to execute on the model -Determine IT decision rights -Extract more business value from your IT assets Packed with examples and based on research into eighteen hundred organizations in more than sixty countries, IT Savvy is required reading for non-IT managers seeking to push their company's performance to new heights.
Written by a top PMI trainer, this book is essential reading if you wish to pass the new Project Management Institute's Program Management Certification exam-or if you want to take your project management skills to an advanced level. It is also a must read if you're a senior executives who wants a flexible organization that can support dynamic on-going product development. The author provides a solid framework for implementing a project management culture that will allow a company to maintain a pattern of repeatable success. Calling upon his decades of experience, he explains how process-when integrated with technology and personnel-is the real key to delivering improved products and services for the long-term.
In this definitive and revealing history, Henry Mintzberg unmasks the process that has mesmerized so many organisations since 1965: strategic planning. One of the original management thinkers, Mintzberg concludes that strategy cannot be planned because planning is about analysis and strategy is about synthesis. That is why, he asserts, the process has failed so often and dramatically. Mintzberg traces the origin and history of strategic planning through its prominence and subsequent fall. He argues that we must reconcieve the process by which strategies are created by emphasizing informal learning and personal vision. Mintzberg proposes new definitions of planning and strategy, and examines in unusual ways the various models of strategic planning and the evidence of why they failed. Reviewing the so-called 'pitfalls' of planning, he shows how the process itself can destroy commitment, narrow a company's vision, discourage change and breed an atmosphere of politics. In a harsh critique of many sacred cows, he describes three basic fallacies of the process - in that discontinuities can be predicted, that strategists can be detached from the operations of the organisation, and that the process of strategy-making itself can be formalized. Mintzberg devotes a substantial section to the new role of planning, plans and planners, not inside the strategy-making process, but around it, in support of it, providing some of its inputs and sometimes programming its outputs, as well as encouraging strategic thinking in general. This book is essential reading for anyone in an organization who is influenced by the planning or strategy-making process. It is also suitable for undergraduate and postgraduate students undertaking corporate strategy, strategic management and business policy courses.
Since the first edition of Managing the Unexpected was published in 2001, the unexpected has become a growing part of our everyday lives. The unexpected is often dramatic, as with hurricanes or terrorist attacks. But the unexpected can also come in more subtle forms, such as a small organizational lapse that leads to a major blunder, or an unexamined assumption that costs lives in a crisis. Why are some organizations better able than others to maintain function and structure in the face of unanticipated change? Authors Karl Weick and Kathleen Sutcliffe answer this question by pointing to high reliability organizations (HROs), such as emergency rooms in hospitals, flight operations of aircraft carriers, and firefighting units, as models to follow. These organizations have developed ways of acting and styles of learning that enable them to manage the unexpected better than other organizations. Thoroughly revised and updated, the second edition of the groundbreaking book Managing the Unexpected uses HROs as a template for any institution that wants to better organize for high reliability.
This volume brings together the bestâ€“known and most influential articles on sensemaking by one of its most distinguished exponents, Karl Weick. Weick explores the process of how organizations discover that they face important decisions. Often organizations have discussions in order to see what they think, or act in order to see what they want â€“ before they are even aware that a decision has to be made. The effective organization is one that understands this process of sensemaking and learns to manage it with wisdom. The ways in which people do that are demonstrated in chapters of this book. This important collection provides a valuable addition to the international literature on organization theory and will be welcomed by students and researchers alike.