Category Archives: BPR – Business Process Reengineering
Is Greed An Excellent Reimbursement Leading To Inspiration Of The Organisation?
The general business culture in the US and worldwide put a significant focus on private incentive on the basis that extremely motivated individuals could improve companies and cultures. The severe instance in film was Gordon Gekko in Commercial explaining that greed was excellent. The 90′s, nonetheless, have seen firms traumatised and bankrupted by the inappropriate … Continue reading
Business Process Reengineering Part VI
Brian Plowman, author of Activity Based Management, brings you the second case study which looks at Business Process Reengineering (BPR). by Brian Plowman Case study 2 – An aerospace company Background A defence and aerospace manufacturing business faced the prospect of a substantial loss for the first time in its history. The directors were willing … Continue reading
Organizing and Governing for Process
P“End-to-end enterprise process is not a complex idea. And end-to-end process isn’t just for such routine work as order fulfillment and procurement. It applies to creative work, too, including product development and demand generation. It applies to all of the three types of processes: core (e.g., product development, customer acquisition, order fulfillment), enabling (credit to … Continue reading
Working and Managing in a Process Environment
In the upcoming Harnessing the Power of Processclass in September, we’ll be adding new material derived from one of the Phoenix Research Consortium’s recent research topics, Redesigning Non-Transactional Processes. In our research, we identified that there are no purely transactional or non-transactional processes. All major processes include aspects of both. But the proportion and importance … Continue reading
The Process Owner in Action
For many organizations, the role of the Process Owner is a new and complex position. Most Process Owners have never been responsible for a process’s outcomes before. They’ve often had vertical leadership roles, managing down into an existing organization, and equipped with the traditional levers of power, budget, and firing/incentive/performance review authority. In comparison, the … Continue reading
Get Your Process Training in Boston – Spring 2012
Complete your business process training with Hammer and Company this spring while visiting the historic city of Boston, MA. Here is a calendar of our upcoming events: Harnessing the Power of Process • March 28-29, 2012 Royal Sonesta Hotel Boston – Cambridge, MA – USA Click here for more information and registration. Process Redesign: Techniques … Continue reading
The Gap in Assessing Process Performance
One of the primary topics we’ll be discussing at the September Harnessing the Power of Process: Payoffs, Techniques, and Impactssession in Boston will be the Process Management Process (PMP). To me, PMP lies at the center of all Process Management. At the center of the PMP is the GAP between where a process’s current performance is and … Continue reading
The Peril of Process Ownership
In the 1990′s, many American organizations attempted to fix their poor performance by ‘restructuring’. In most cases restructuring was simply a euphemism for redesigning their organizational chart. The hope was that by rearranging the boxes and lines on the org chart, a miracle would occur and performance would improve. In most cases, it did not. It didn’t … Continue reading
Top Principles for Good Process Metrics
“Chances are that you are already engaged in transforming your company — or that you will be soon. If so, you need to understand the profound role that measurement systems play in achieving breakthrough results in cost, quality, service, and innovation that they seek. A striking characteristic of companies that succeed at transformation is their … Continue reading
The Secrets To Real Business Process Reengineering Results
To ensure success at any Business Process Reengineering project, you are advised to adhere to several guidelines. These come from years of experience in the field, and the collection of many BPR projects worldwide, carried out in a multitude of different sectors. It is safe to say that these guidelines are generic, and not specific … Continue reading