Reengineering University: Modeling Business Processes to Achieve Strategic Goals

2011 ◽  
pp. 3-14 ◽  
Author(s):  
Aleksey Shutov
Keyword(s):  
Business Processes ◽  
Strategic Goals

Instruments and Methods for the Integration of Sustainability in the Project Management

2013 ◽  
pp. 394-407
Author(s):  
Aleksander Janeš ◽  
Armand Faganel
Keyword(s):  
Project Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Business Performance ◽  
Business Processes ◽  
Long Term Effects ◽  
Strategic Goals ◽  
Short And Long Term

The purpose of this chapter is to propose a framework that is supporting achievement of the sustainable strategy of the organization. The research frames the methodology that integrates project management and Balanced Scorecard (BSC) in the management system of the organization. In this applicative project research, the authors identified and analyzed the Key Performance Indicators (KPIs) that significantly contribute to the benefits of the business processes exploitation. The involved company executes monitoring of its business performance in the four perspectives of the BSC. With this case study, the authors attempted to get deeper understanding, and to clarify and evaluate the causalities between strategic goals and their respective KPIs. For this purpose, they developed an Error Correction Model with which they performed application on the KPIs and estimated short and long term effects between them. The developed model also supports improvements of the performance management system and monitoring of projects.

Dynamic Capabilities of Decision-oriented Service Systems

2021 ◽  
pp. 957-984
Author(s):  
Rainer Schmidt ◽  
Michael Möhring ◽  
Alfred Zimmerman
Keyword(s):  
System Architecture ◽  
Dynamic Capabilities ◽  
Business Processes ◽  
Service Systems ◽  
Technological Capabilities ◽  
Information System Architecture ◽  
New Class ◽  
Strategic Goals ◽  
Computing Environments ◽  
Oriented Approach

A new class of information system architecture, decision-oriented service systems, is spreading more and more. Decision-oriented service systems provide services that support decisions in business processes and products based on the capabilities of cloud-computing environments. To pave the way for the creation of design methods of business processes and products based on decision-oriented service systems, this article introduces a capability-oriented approach. Starting from technological capabilities, more abstract operational and dynamic capabilities are created. The framework created is based on an integrated conceptualization of decision-oriented service systems that allows capturing synergetic effects. By creating the framework, the gap between the technological capabilities of technologies and the strategic goals of enterprises shall be narrowed.

scholarly journals Personnel Component in Support Anti-crisis Resilience of Business Entities

2020 ◽  
pp. 106-120
Author(s):  
N.E. Kovshun ◽  
V.M. Kostrychenko
Keyword(s):  
Business Processes ◽  
Real Data ◽  
Integrated Approach ◽  
State Enterprise ◽  
Research Assessment ◽  
Practical Implementation ◽  
Strategic Goals ◽  
Business Entities ◽  
Operational Activities ◽  
Functional Components

The paper studies approach to the interpretation of the essence of anti-crisis resilience of business entities and its functional components. The expediency of evaluating crisis resilience because of an integrated approach and taking into account the principles of forming a balanced scorecard is shown. Personnel and staff stability are considered in details which is the ability of the business entity to maintain the flexibility of the management system; reflects its availability of highly qualified personnel, contributes to low staff turnover, reflects the level of motivation of employees. It is proved that taking into account the aspect of the personnel component in the evaluation of the results of the business entity allows to carry out operational activities in accordance with its business strategy. The method of assessing human resources through such indicators as innovation, training, intellectual assets is considered. The list of relevant indicators is determined and the methods of their calculation are shown. Because of real data of the state enterprise “Amber of Ukrain” the approbation of the offered algorithm of an estimation of anti-crisis stability of business entities is carried out. In the process of research assessment was carried out in the context of four forecasts on the following functional components as finance (financial component), clients (marketing component), internal business processes (operational, investment and innovation components), training and staff development (management and information, personnel components)). According to the shaped system of evaluation indicators, standardized and balanced key (aggregated) indicators were calculated for each component of anti-crisis resilience. Based on the level of the overall integrated indicator of crisis resilience on the Harrington scale, the appropriate stage of the crisis process was established. Based on the obtained calculation results, an appropriate system of strategic goals and measures has been developed. It is proved the practical implementation of the system of balanced scores for setting current tasks for each department and employee, taking into account the strategic goals of the business entity.

scholarly journals Development of conceptual provisions to effectively manage the activities of a multimodal transport operator

2021 ◽  
Vol 1 (3 (109)) ◽  
pp. 38-50
Author(s):  
Olena Sokolova ◽  
Olena Soloviova ◽  
Irina Borets ◽  
Irina Vysotska
Keyword(s):  
Business Processes ◽  
High Reliability ◽  
Point Of View ◽  
Multimodal Transportation ◽  
Transport Operator ◽  
Multimodal Transport ◽  
Strategic Goals ◽  
Transport Safety ◽  
Factor Evaluation ◽  
Functional Features

Modern market requirements for transportation of cargo flows according to the «quality, speed, and cost» criteria were studied. It was found that multimodal routes have the lowest delivery time, high reliability, and minimum transit time, which provides a more accurate level of control of costs, traffic schedules, and transport safety. It was determined that the effectiveness of multimodal transportation schemes depends on a degree of realization of resource capabilities and management technologies of a multimodal transport operator (MTO). The functional features and the MTO classification were generalized, which makes it possible to generate the MTO business model as a responsible integrator of transport and logistic processes, rather than consider it only from the point of view of the organizer of mixed transportation schemes. The technology of the organizational transportation process was systematized, based on which a system of strategic goals and key performance indicators (KPI) was developed, which makes it possible to determine the «bottlenecks» according to the main business processes of a multimodal transportation operator. The modified multifactor DuPont model was proposed, which makes it possible to establish the priority of factor evaluation of more time-stable indicators based on determining the levers of the MTO resource efficiency with greater coverage of factors. The performed research can become the basis for further development of the multimodal cargo transportation system based on the development of the model for optimal management of the MTO business processes.

scholarly journals Balanced scorecard for implementing united territorial communities’ social responsibility

2020 ◽  
Vol 18 (2) ◽  
pp. 128-139
Author(s):  
Nadia Pylypiv ◽  
Iryna Piatnychuk ◽  
Oleksandr Halachenko ◽  
Yuliia Maksymiv ◽  
Nazariy Popadynets
Keyword(s):  
Social Responsibility ◽  
Balanced Scorecard ◽  
Local Governments ◽  
Business Processes ◽  
Service Providers ◽  
Successful Implementation ◽  
The Balanced Scorecard ◽  
Use Of Resources ◽  
Strategic Goals ◽  
Decentralization Reform

Under decentralization, local governments gain more rights and opportunities to use various types of resources, thus, increasing their level of responsibility (including social responsibility) for the use of resources. The paper aims to reveal the consequences of decentralization reform for the indicators of united territorial communities (UTCs) budgeting that reflect their general socio-economic condition, as well as the nature of the latter one; to adapt the balanced scorecard (BSC) to the feature of UTCs’ functioning, and to develop the UTCs strategic map. The paper indicates that the system of balanced indicators is an analytical tool for ensuring the realization of the concept of social responsibility of the UТСs. The research resulted in the development of the balanced scorecard of indicators for UTCs. It includes the following blocks: internal business processes, funding, service providers, service consumers, and environment. The research contributed to the development of UTCs strategic map based on BSC adapted to the peculiarities of UTCs. The strategic map provides an opportunity to link strategic goals of UTCs with the developed BSC blocks and allows for a successful implementation of the concept of UTCs’ social responsibility in conditions of the need to achieve sustainable development.

scholarly journals Balanced Scorecard for Repair Shipyards

2019 ◽  
Vol 17 (2) ◽  
pp. 130-144
Author(s):  
O. G. Leonova
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Processes ◽  
Balanced Score Card ◽  
Economic Activities ◽  
Daily Work ◽  
Score Card ◽  
Enterprise Model ◽  
Strategic Goals

To achieve success in the production sphere, any business entity must be able to quickly adapt to changing market conditions. Its financial and economic activities largely depend on speed of obtaining information, besides financial data, about factors influencing the results of both the daily work of the enterprise and achievement of long-term strategic goals. One of the effective methods of implementing the strategy in a form that is acceptable for a competitive environment is Balanced Score Card (BSC).The article substantiates the need for its implementation in the practice of Russian repair shipyards, proposes a method for determining key performance indicators considering the customer focused business processes, targeted labour motivation and corporate psychology of personnel. The suggested model was adapted to the practices of an enterprise, model KPI were proposed and discussed.

scholarly journals The Risk-Oriented System of Financial Provision in the Face of Globalization Changes

2020 ◽  
Vol 12 (515) ◽  
pp. 411-416
Author(s):  
O. V. Ptashchenko ◽  
Keyword(s):  
Internal Control ◽  
Structural Changes ◽  
Business Processes ◽  
Business Environment ◽  
High Tech ◽  
Labor Costs ◽  
The Face ◽  
Strategic Goals ◽  
Control Procedures ◽  
Oriented System

The article examines the main features of the risk-oriented system of financial provision, identifies the groups of risks arising in the business environment of the company, and focuses on the possibility of a risk-oriented system of financial provision in the context of globalization changes. Modern technologies play a crucial role in ensuring positive dynamics of social processes and causing structural changes in the social sphere. Recognition of high-techness as the basis of socio-economic development requires the introduction of modern management methods and instruments, including through the development of effective communication strategies for high-tech enterprises. The procedure for organizing internal control, including the duties and powers of the company’s divisions and employees, is determined by both the nature and the sphere of the company’s activities, the peculiarities of the management system. The basic principle should be: everyone be careful and compare labor costs with the results during the control. It must be noted that the organization and evaluation of the internal control system can be carried out with the participation of the company itself and/or external consultant. Control procedures are an integral part of the company’s business processes, and their goal is to exclude (reduce) the likelihood of risks falling into the scope of checkpoints and to link risk factors of business processes to the company’s strategic goals.

scholarly journals PROBLEMS OF CREATION AND FUNCTIONING OF THE MANAGEMENT SYSTEM OF A COMMERCIAL ORGANIZATION

2019 ◽  
pp. 03-07
Author(s):  
S. A. Soustina
Keyword(s):  
Management System ◽  
Business Processes ◽  
Management Process ◽  
Effective Management ◽  
Organization Management ◽  
Strategic Goals ◽  
Business Structures ◽  
Innovation Economy ◽  
Commercial Organization

The article deals with topical issues of creating and operating a commercial organization management system. from the standpoint of modern practice. Analyzed opportunities to ensure more effective management of the organization. In today’s dynamic innovation economy, in order to achieve the strategic goals of business structures, it is necessary to carry out systematic work to improve the organization’s management process and deliver targeted strategic targets to employees to increase their motivation and integration into business processes.

Dynamic Capabilities of Decision-oriented Service Systems

2018 ◽  
Vol 10 (3) ◽  
pp. 41-63 ◽  
Author(s):  
Rainer Schmidt ◽  
Michael Möhring ◽  
Alfred Zimmerman
Keyword(s):  
System Architecture ◽  
Dynamic Capabilities ◽  
Business Processes ◽  
Service Systems ◽  
Technological Capabilities ◽  
Information System Architecture ◽  
New Class ◽  
Strategic Goals ◽  
Computing Environments ◽  
Oriented Approach

A new class of information system architecture, decision-oriented service systems, is spreading more and more. Decision-oriented service systems provide services that support decisions in business processes and products based on the capabilities of cloud-computing environments. To pave the way for the creation of design methods of business processes and products based on decision-oriented service systems, this article introduces a capability-oriented approach. Starting from technological capabilities, more abstract operational and dynamic capabilities are created. The framework created is based on an integrated conceptualization of decision-oriented service systems that allows capturing synergetic effects. By creating the framework, the gap between the technological capabilities of technologies and the strategic goals of enterprises shall be narrowed.

Using the critical process targeting method to improve SMEs’ process understanding

2017 ◽  
Vol 23 (2) ◽  
pp. 425-447 ◽  
Author(s):  
Kristy de Salas ◽  
Ian J. Lewis ◽  
Craig Huxley
Keyword(s):  
Case Studies ◽  
Business Processes ◽  
Content Type ◽  
Business Context ◽  
Qualitative Case Studies ◽  
Process Understanding ◽  
Study Experience ◽  
Strategic Goals ◽  
Critical Process

Purpose Small- and medium-sized enterprises (SMEs) exhibit limited understanding of their business processes. This lack of understanding limits the potential of these businesses and is a direct contributor to the high failure rates of this sector of the economy. Research has suggested that existing BP methods to not support SMEs in gaining an improved understanding of their processes due to the high complexity and resource intensity of these tools, more suitable for deployment within a large business context. The paper aims to discuss these issues. Design/methodology/approach This paper reports on two qualitative case studies of medium-sized financial entities that employ a new approach, the critical process targeting method (CPTM), to improve their understanding of their processes. Findings In reviewing these two case studies, the authors find that the CPTM can be considered a useful tool in improving process understanding in SMEs, and can lead to the achievement of strategic goals. This paper, however, also describes a number of practical limitations that were encountered when employing the CPTM within the SME context. Originality/value This new contribution to theory adds significant and critical support to academia and practice in business process understanding where current methods are found to be too resource heavy for even some large organisations. These two case studies have also provided support for struggling management teams being overwhelmed by the need to understand business processes within their organisations. Published literature and the case study experience both suggest that medium-sized entities have difficulty understanding their business processes.

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