Delivering Business Strategy Through Process Management

2010 ◽  
pp. 5-37 ◽  
Author(s):  
Roger Burlton
Keyword(s):  
Business Strategy ◽  
Process Management

scholarly journals Review of Key Performance Indicators for Process Monitoring in the Mining Industry

Energies ◽  
2020 ◽  
Vol 13 (19) ◽  
pp. 5169 ◽  
Author(s):  
Paulina Gackowiec ◽  
Marta Podobińska-Staniec ◽  
Edyta Brzychczy ◽  
Christopher Kühlbach ◽  
Toyga Özver
Keyword(s):  
Process Monitoring ◽  
Performance Indicators ◽  
Business Strategy ◽  
Lean Manufacturing ◽  
Process Management ◽  
Business Processes ◽  
Mining Industry ◽  
Key Performance Indicators ◽  
Sensor Data ◽  
Monitoring And Control

The sustainable development of an organisation requires a holistic approach to the evaluation of an enterprise’s goals and activities. The essential means enabling an organisation to achieve goals are business processes. Properly managed, business processes are a source of revenue and become an implementation of business strategy. The critical elements in process management in an enterprise are process monitoring and control. It is therefore essential to identify the Key Performance Indicators (KPIs) that are relevant to the analysed processes. Process monitoring can be performed at various levels of management, as well as from different perspectives: operational, financial, security, or maintenance. Some of the indicators known from other fields (such as personnel management, finance, or lean manufacturing) can be used in mining. However, the operational mining processes require a definition of specific indicators, especially in the context of increasing the productivity of mining machines and the possibility of using sensor data from machines and devices. The article presents a list of efficiency indicators adjusted to the specifics and particular needs of the mining industry resulting from the Industry 4.0 concept, as well as sustainable business performance. Using the conducted research and analysis, a list of indicators has been developed concerning person groups, which may serve as a benchmark for mining industry entities. The presented proposal is a result of work conducted in the SmartHUB project, which aims to create an Industrial Internet of Things (IIoT) platform that will support process management in the mining industry.

scholarly journals Big data and risk management in business processes: implications for corporate real estate

2019 ◽  
Vol 26 (5) ◽  
pp. 1141-1155 ◽  
Author(s):  
Enrico Battisti ◽  
S.M. Riad Shams ◽  
Georgia Sakka ◽  
Nicola Miglietta
Keyword(s):  
Decision Making ◽  
Risk Management ◽  
Big Data ◽  
Real Estate ◽  
Business Strategy ◽  
Process Management ◽  
Business Processes ◽  
Content Type ◽  
Data Intensive ◽  
Corporate Real Estate

Purpose The purpose of this paper is to improve understanding of the integration between big data (BD) and risk management (RM) in business processes (BPs), with special reference to corporate real estate (CRE). Design/methodology/approach This conceptual study follows, methodologically, the structuring inter-textual coherence process – specifically, the synthesised coherence tactical approach. It draws heavily on theoretical evidence published, mainly, in the corporate finance and the business management literature. Findings A new conceptual framework is presented for CRE to proactively develop insights into the potential benefits of using BD as a business strategy/instrument. The approach was found to strengthen decision-making processes and encourage better RM – with significant consequences, in particular, for business process management (BPM). Specifically, by recognising the potential uses of BD, it is also possible to redefine the processes with advantages in terms of RM. Originality/value This study contributes to the literature in the fields of real estate, RM, BPM and digital transformation. To the best knowledge of authors, although the literature has examined the concepts of BD, RM and BP, no prior studies have comprehensively examined these three elements and their conjoint contribution to CRE. In particular, the study highlights how the automation of data-intensive activities and the analysis of such data (in both structured and unstructured forms), as a means of supporting decision making, can lead to better efficiency in RM and optimisation of processes.

Six Sigma Implementation at Bharti Infotel

2007 ◽  
Vol 11 (02) ◽  
pp. 367-384 ◽  
Author(s):  
Archana Shukla ◽  
R. Srinivasan
Keyword(s):  
Quality Management ◽  
Six Sigma ◽  
Business Strategy ◽  
Process Management ◽  
Quality Management System ◽  
Telecommunications Industry ◽  
Mobile Telephone ◽  
Long Distance ◽  
Customer Base ◽  
Fixed Line

Bharti Airtel Limited was a leading private sector provider of telecommunication services in India, with a customer base of 8.73 million as of July 2004. The company had two branch companies — Bharti Infotel (that dealt with fixed line, long distance, and enterprise services) and Bharti Cellular (that dealt with mobile telephone services). This case is about the six sigma implementation at Bharti Infotel. The case briefly discusses the business imperatives in the fast changing Indian telecommunications industry. The industry was a monopoly for over half a century after independence and had recently been deregulated with the private players competing with the state-owned BSNL. The industry had exploded in the recent years with increasing number of players, falling tariffs, and improving technology. Stiff competition in the industry meant that any competitive action by a company was immediately imitated by others. Therefore the only sources of competitive advantage in the industry were “quality of service” and “speed”. This case discusses the various steps in the implementation of six sigma quality management system in the company. The company had already implemented Business Process Management Systems (BPMS) and had begun monitoring their performance on the Non-Financial Parameters (NFPs). The six sigma initiative was expected to leverage on these initiatives. Following the six sigma initiative was the Knowledge Management (KM) initiative that was intended to help share the best practices and learning from the six sigma projects across the entire organization. This case highlights the contribution of the six sigma quality management initiative to the company's business strategy, and helps students analyze the process of implementing and institutionalizing the six sigma initiative. The case enables the readers to appreciate the business benefits of six sigma implementation and how it fosters innovation.

BPM capability development – a matter of contingencies

2014 ◽  
Vol 20 (1) ◽  
pp. 90-106 ◽  
Author(s):  
Bjoern Niehaves ◽  
Jens Poeppelbuss ◽  
Ralf Plattfaut ◽  
Joerg Becker
Keyword(s):  
Business Strategy ◽  
Process Management ◽  
Future Research ◽  
Maturity Model ◽  
Capability Development ◽  
Content Type ◽  
Development Models ◽  
Is Research ◽  
Use Of Technology ◽  
The Status

Purpose – Business process management (BPM) is a key concept in information systems (IS) research that helps to connect business strategy with the use of technology in an organization. Contemporary BPM research is no longer only about methods, procedures, or tools for managing or modeling processes but about assessing and developing BPM capability in organizations. For this purpose, a vast collection of maturity models has been designed by practitioners and scholars alike. Such models are used to assess the status quo and benchmark it against other organizations, and, most important, to guide the development of BPM capability. With this study, the paper challenges the maturity model perspective of such development models. Design/methodology/approach – In this study, methods of qualitative IS research are employed to address the research objectives. Findings – The paper shows that maturity model-based guidance would be inadequate. Instead, other concept-external factors resulting from organizational and environmental characteristics appear to be important indicators. The theory discussion introduces alternative takes on BPM capability development, lays out implications for BPM practice, and presents potentially fruitful paths for future research in the area of BPM capability development. Originality/value – This paper challenges the current perspectives and contributes a new direction for conceptualizing BPM capability development.

scholarly journals Palm oil sustainability partnership: implementation and connection with farmers income

2018 ◽  
Vol 52 ◽  
pp. 00016
Author(s):  
Ernawati Hamid ◽  
Zakky Fathoni ◽  
Mirawati Yanita
Keyword(s):  
Palm Oil ◽  
Oil Palm ◽  
Business Strategy ◽  
Process Management ◽  
Descriptive Analysis ◽  
Survey Method ◽  
Oil Palm Plantation ◽  
Maximum Value ◽  
And Performance ◽  
Oil Company

Partnership is a business strategy that performed by two or more parties in a certain period to obtain the benefits together with the principle of mutual need and mutual rearing. The study aims to observe and assess the implementation of the oil palm agribusiness partnerships and analyze the level of farmers’ income. This research used a survey method. Descriptive analysis is used in data analysis, to provide an overview of the implementation of partnerships applied by oil palm plantation companies in Jambi Province. The results showed that agribusiness partnerships that implemented by the palm oil company basically has managed to create independent farmers who can canalize the aspirations of farmers, both in KKPA and PIR Trans pattern. Empirically, the maximum value and benefit aspects of process management partnerships as an indicator of the level of performance partnerships oil palm plantation companies in Jambi Province is quite high, has reached 82.5%. But these facts have not been fully supported by a partnership of cooperation actors, in the sense that the level of achievement of the implementation aspects of the value of partnership firm activities and performance of oil palm plantations has reached approximately 71%

scholarly journals ANALISIS DAN RANCANGAN MANAJEMEN PROSES BISNIS UNTUK LAYANAN PELANGGAN DI PT. PGAS TELEKOMUNIKASI NUSANTARA

2021 ◽  
Vol 5 (1) ◽  
pp. 48
Author(s):  
Kemas Hasyim Azhari ◽  
Thomas Budiman ◽  
Rachmawaty Haroen ◽  
Verdi Yasin
Keyword(s):  
Customer Service ◽  
Business Process ◽  
Business Strategy ◽  
Business Process Management ◽  
Process Management ◽  
Flow Analysis ◽  
Gradual Improvement ◽  
Pareto Analysis ◽  
Improvement Programs

Business Process Management for corporate customer service is a comprehensive series of activities to define the types of products and services that will be the main needs of customers, so that the quality of service results can be planned and measured. Business process design is a framework for a core process that develops from a short-term and long-term business strategy, so that the business strategy will determine the pillars of the business that will be carried out. Serving the needs of customers and interested parties will be the main focus of a business process that will be carried out within the organization. The application of business process management is a method for identifying and evaluating a company's business and for finding out the current condition of the company in developing improvement programs that can be done through a descriptive process. The output and application of business process management are in the form of increasing the efficiency and productivity of the company in terms of cost and time as well as improving the quality of products and services produced, as well as mitigating business risks that may occur. Data collection methods, analysis methods, development methods, design design methods and testing methods are research methods that are used systematically so that it includes several activities for gradual improvement of the work process from previous conditions and increasing system reliability to obtain facts or principles from knowledge with how to issue register and perform root cause analysis with several impact assessments by quantitative analysis, heuristic design, simulation, flow analysis, pareto analysis and pick chart, queue, up to a systematic redesign to the process.

Business process management: a maturity assessment of Saudi Arabian organizations

2016 ◽  
Vol 22 (3) ◽  
pp. 507-521 ◽  
Author(s):  
Omar AlShathry
Keyword(s):  
Saudi Arabia ◽  
Business Process ◽  
Business Strategy ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Saudi Arabian ◽  
Mena Region ◽  
Content Type ◽  
Maturity Assessment

Purpose – Business Process Management (BPM) has become increasingly common among organizations in different industries. There is very limited research on the application of BPM in the MENA region and particularly in Saudi Arabia. The purpose of this paper is to provide empirical maturity assessment for selected Saudi Arabian organizations from broad range of industries. Findings showed that there is notable variability of BPM perception within the functional groups of the sample organizations. Organizations with holistic business strategy and resilient change management procedures showed more adherence to BPM practices than those with functionally driven or ad-hoc BPM initiatives. Design/methodology/approach – In this empirical study, structured interviews were undertaken with selected business functions owners from ten Saudi organizations. All selected organizations resides in the city of Riyadh with most of them having local and regional branches. The selection of the organization followed non-probability sampling technique whereby the selected organizations were those seemed easy to access and showed willingness to participate in the research. The sample organizations included different types of businesses in different industries. Even though the purpose of the study is not applicable to a particular industry type or sector, variety of business domains and variability in organizations size were considered in the selection process. Table 1 shows an overview of the organization business sector. Findings – This research investigates the current status of BPM implementation among Saudi Arabian organizations. Although there is positive favour towards BPM concepts among Saudi organizations, it seems that the practical understanding of BPM is yet to be matured. One of the noticed findings from the survey is the apparent sharp disjoint between information technology (IT) and business strategy. This segregation, from a BPM perspective, created two variants of BPM understanding; a business variant related to designing and managing business operations, and the IT one which focusses on configuring and installing BPM systems. There is a lack of a holistic view of business processes and its associated activities within an organization. Most surveyed organizations have either no clear business strategy or it is too complicated the thing that make it difficult to integrate it with BPM initiatives. Some organizations have no defined process owners for their main core business processes neither there are measurable goals for their performance. Their main BPM endeavour is mainly focused on the process activities rather than the process output and performance. Originality/value – This is the first research paper that provides empirical research on the status of BPM in the MENA region and particularly in Saudi Arabia.

scholarly journals BUSINESS PROCESS MANAGEMENT (BPM) IN STRATEGIC MANAGEMENT

2015 ◽  
pp. 92-98
Author(s):  
S. Y. Kuznetsov ◽  
I. V. Rudenko
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Process Management ◽  
Business Processes ◽  
Business Culture ◽  
Success Factor ◽  
Operational Intelligence ◽  
Successful Execution ◽  
Key Success Factor

Operational management of business processes is a key success factor. We reduce tactical level to the two generic concepts: current measures (higher layers) and business processes (the lower layers). For successful execution of business strategy leading companies transform to process-oriented (tactical level) and customer-oriented organizations (strategic level). We propose classification of business processes on criteria. Widening of automated business processes enables companies to become process leaders in the competitive proposition of value to consumers. The BPM concept turns into a long-term business-culture from the tactical level to the level of strategic management. We show the stages of the development of BPM system in the enterprise. In order to achieve operational efficiency benchmarking and operational intelligence are implemented. Within operational intelligence we offer metrics of the four main functional goals.

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