- Business Process Management - Delivering on the promise
1 Nov 02 | Single Topic Reports
Businesses are now using BPM to respond to the unrelenting demands of their customers for greater quality, innovation, and service at ever lower prices.
This report provides case studies showing how process-smart CIOs have used BPM to work with other businesses to meet their customers´ demands, while retaining an unprecedented level of visibility and control over systems, people and organisations.
The final report from our research explains how that promise will be realised as this exciting new era of computing unfolds.
- Business Process Management – a platform for innovation
17 Nov 05 | Journal Articles
As global competition intensifies in the twenty-first century, companies large and small are struggling to find new sources of competitive advantage.
A growing number are now turning their attention to a fundamental concept as old as management theory itself – the humble, but mighty, business process.
Should your company adopt process management as the key to its future?
- Business Process Outsourcing: The Quest for Dynamic Competitive Advantage
26 May 05 | Presentation
Professor Weigand discusses the underlying forces which have shaped recent developments in IT outsourcing and BPO in order to identify future directions.
See event: Innovation and Agility through Dynamic Outsourcing (25 May 2005) - Business Process Outsourcing: An Enabler of Business Transformation?
3 Nov 04 | Presentation
Professor Weigand discusses the underlying forces which have shaped recent developments in IT outsourcing and BPO in order to identify future directions.
See event: Strategic Outsourcing Special Interest Group
- Navigating the “process swamp”: turning business activities into business assets – part two
28 May 04 | Journal Articles
Paul Brown, CEO of FiveSight Technologies, describes BPM in this way: “BPM is a compelling concept for customers, but it’s easy to underestimate the scope of the required software platform or the amount of organisational investment required to embrace it …”
If we want to enjoy the same productivity gains in our business process management work as we enjoy in such diverse fields as financial analysis and computer-assisted manufacturing, we’ll need comparable tools, and we know of no better tool for knowledge work with business processes than the digital computer.
- Navigating the “process swamp”: turning business activities into business assets – part one
28 May 04 | Journal Articles
Business managers want to improve their businesses. They often have the strategy in place but struggle with determining which business processes are important to achieving that strategy, which are not, and what they should do about them.
Which business processes should be kept, which should be handled by someone else, which should be upgraded, and which should be automated?
- IT doesn’t matter, business processes do
11 Nov 03 | Journal Articles
The controversy over whether business can use IT to gain strategic advantage is not going to go away. As nearly everyone is now aware, the most recent round of this debate was set off by Nicholas Carr’s claim in the Harvard Business Review that IT, like railroads, electricity, telephony, and other infrastructure revolutions before it, has become a commodity – ubiquitous, generic, easily copied, and therefore no longer something a company can use to distinguish itself from competitors.
- Business Process Outsourcing: a view from the vendor’s perspective
1 Jul 03 | Journal Articles
This article is a summary of the presentation given by David Thomas, CSC Vice President, European Business Development at the 2002 Best Practices Forum. It discuses some of the crucial issues being overlooked by vendors and customers as they seek to achieve short-term goals through outsourcing. One fundamental issue is that vendors and intermediaries are wrongly assuming that Business Process Outsourcing is the same as IT Outsourcing.
- Business Process Management – how to deliver on the promise of IT
13 Nov 02 | Presentation
All across the world, firms are under great pressure to perform better and faster, to do more with less, and to be super pleasing to customers.
To meet these challenges, firms must do themselves only that which they do well. For everything else they must work with others.
Fortunately, recent technical developments have come together that promise a dramatic increase in the ability of organisations to describe change and execute business processes, both within the firm and across the networked enterprise.
In this session, we examine the progress being made in the development and deployment of Business Process Management Systems, and discuss steps that sponsors should consider taking.
Read full event details. - Designing processes: looking back from the future
1 Nov 02 | Journal Articles
Companies today are in the continuous improvement game – continuously anticipating customer needs at the same time as reducing transaction costs. It’s a tough game, in which techniques evolve so fast that an organisation with rigid management cannot hope to keep up. Indeed, requirements for management seem almost contradictory: customer- focused, flexible, structured, innovative and cost sensitive. This article describes the approach used by KPN to give management more control over continuous improvement whilst remaining flexible in operational detail.