High Performance Through Business Process Management Strategy Execution in a Digital World 3rd Edition by Mathias Kirchmer ISBN 3319512587 9783319512587

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Product details:

ISBN 10:    3319512587
ISBN 13: 978-3319512587
Author:       Mathias Kirchmer

This management book presents value-driven business process management as a successful discipline to turn strategy into people- and technology-based execution, quickly and at minimal risk. It shows how to achieve high performance successfully in a digital business environment.

Static business models do not keep pace with the dynamic changes in our digital world. Organizations need a management approach that fits this environment and capitalizes on its opportunities while minimizing the related risks. They need to execute their business strategy fast and reliably. In effect, they have to know how and when to modify or enhance their business processes, which processes are the best candidates for intervention, and how to move rapidly from strategy to execution.

This means organizations need to establish business process management as a real management discipline. The importance of process innovation, digital technology and people aspects, process governance, internationalization, emerging processes and the unique situation in mid-market organizations are some of the key topics discussed in this book. It ends with a comprehensive case study and a discussion about what process engineers can learn from jazz musicians.

High Performance Through Business Process Management Strategy Execution in a Digital World 3rd Table of contents:

Chapter 1: Business Process Management: What Is It and Why Do You Need It?

• 1.1 What Is a Business Process?
• 1.2 What Is BPM?
• 1.3 What Is Value-Driven BPM?
• 1.4 Value-Driven BPM Applied to the Process Life Cycle
• 1.5 The Process Factory: A Core Component of Value-Driven BPM
• 1.6 Running the Process Factory
• 1.7 The Bottom Line
• References

Chapter 2: Innovation: Enabled by Process Management

• 2.1 What Has Innovation to Do with Business Processes?
• 2.2 More Thoughts About Innovation and Processes
• 2.3 What Is the Business Process of Innovation?
• 2.4 How Does BPM Enable Innovation Systematically?
• 2.5 Examples of Innovation Through Process Management
• 2.6 The Bottom Line
• References

Chapter 3: Digital Technologies for Process Execution

• 3.1 Traditional Path to Process Execution: ERP and More
• 3.2 Flexibility in Process Execution: Service-Oriented Architecture (SOA)
• 3.3 Next Generation of Process Execution: Digitalization
• 3.4 The Bottom Line
• References

Chapter 4: People Enablement for Process Execution

• 4.1 What Is Business Process Change Management?
• 4.2 Providing Information and Communication
• 4.3 Providing Process Training
• 4.4 Digitizing the Process of Change Management
• 4.5 The Bottom Line
• References

Chapter 5: Business Process Governance

• 5.1 What Is Business Process Governance and Why Do You Need It?
• 5.2 Establishing Business Process Governance
• 5.3 Sustaining Process Governance
• 5.4 The Bottom Line
• References

Chapter 6: Reference Models: Accelerators and More

• 6.1 What Are Reference Models and Why Use Them?
• 6.2 How to Obtain and Evaluate Reference Models
• 6.3 Applying Reference Models
• 6.4 The Bottom Line
• References

Chapter 7: Managing Inter-enterprise Processes

• 7.1 Importance of Managing Inter-enterprise Processes
• 7.2 Design and Implementation of Inter-enterprise Processes
• 7.3 Execution and Controlling of Inter-enterprise Processes
• 7.4 The Bottom Line
• References

Chapter 8: Managing Emergent Processes in a Digital World

• 8.1 What Are Emergent Processes and How to Manage Them?
• 8.2 Managing Emergent Processes
• 8.3 Tools for Managing Emergent Processes
• 8.4 The Bottom Line
• References

Chapter 9: Globalization Requires Value-Driven BPM

• 9.1 Personal Impressions
• 9.2 How Globalization Changes Processes
• 9.3 How Value-Driven BPM Can Help
• 9.4 The Bottom Line
• References

Chapter 10: Small and Medium Enterprises Need Value-Driven BPM

• 10.1 Definition and Characteristics of SMEs
• 10.2 Why SMEs Need BPM
• 10.3 Impact of SME Characteristics on BPM
• 10.4 Examples of BPM Offerings for Mid-market
• 10.5 Implications for Value-Driven BPM in SMEs
• 10.6 The Bottom Line
• References

Chapter 11: What Has Jazz to Do with BPM?

• 11.1 Teamwork with Continuously Changing Roles
• 11.2 Finding the Right Degree of Freedom
• 11.3 Using a Common Language
• 11.4 Continuous Innovation
• 11.5 The Importance of Having Fun
• 11.6 The Bottom Line
• References

Chapter 12: The Discipline of Value-Driven BPM in Practice: A Case Example

• 12.1 Company and Situation Faced
• 12.2 BPM Actions Taken
• 12.3 Business Results Achieved
• 12.4 Lessons Learned
• 12.5 The Bottom Line

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