: Etienne Kneschke, Simon Geisenberger
: Mission Possible: The Process Excellence Enterprise A Guidebook For Process Intelligence& Excellence
: Books on Demand
: 9783759732095
: 1
: CHF 8.80
:
: Sonstiges
: English
: 142
: Wasserzeichen
: PC/MAC/eReader/Tablet
: ePUB
Process excellence is not a new concept but merely a'new' buzzword for business process management (BPM) in keeping with the spirit of the times. New and innovative BPM technologies, as well as increasing complexity triggered by global supply chains, increasing digitalisation and regulation, and geopolitical tensions, are reviving business process management and giving this approach a new dynamic. But is it enough to give the child a new name, and what are the reasons why this concept has fallen short of expectations for decades? Aligning and efficiently transforming business processes for sustainable corporate success requires not only new BPM technologies but also fundamental organisational changes. This book is intended to encourage the achievement of process excellence and addresses aspects that go beyond traditional business process management, but without which successful process management and, thus, genuine process excellence will not be possible in the future.

Etienne Kneschke is the Executive Director of Business Process Management with extensive experience in business process management and continuous process transformation. His passion is developing business process management (BPM) further as a holistic management approach. His focus lies in the organisational anchoring of BPM and the application and combination of process intelligence and business process management methods and tools to increase efficiency and competitiveness. Furthermore, he focuses on integrating other management systems into an integrated management system.

1. Fromcomplexity to 'digital' transformation


A spaceship iscomplex because it comprises many interconnected components, systems, and processes. The complexity results from the multidimensional relationships and interactions between these elements. For example, a spaceship has advanced propulsion systems, life support systems, navigation systems, communication systems, and much more. Each of these systems requires a high level of expertise to operate. This complexity is then increased by the fact that all these highly specialised systems communicate with each other in networks and have interrelationships.

Furthermore, countless detailscomplicate the spaceship if the underlying principles and interrelationships are not sufficiently understood. The complicated aspects of a spaceship can include the design of the individual components, specific and defined operation procedures, and the crew's organisational structure. These make the management of the spaceship more difficult if responsibilities are unclear and too fragmented in detail or remain in encrusted structures.

Complexity as a driver of change and transformation


The term complexity is generally used to describe the dimensionality, degree of difficulty, level of expertise or effort required to understand a system, problem, concept, process or situation. Complexity can also be quantified by factors such as the number of elements, the connections between them, the degree of uncertainty or unpredictability and the amount of information or data involved. Complexity occurs in various fields, e.g., mathematics, biology, sociology, and everyday life situations. Managing complexity consists of breaking down the whole into smaller, more manageable parts, understanding their relationships and interactions, and developing strategies to understand, control and/or solve problems within the complex system.

More than ever, complexity will drive change and transformation because as systems, technologies, regulations and organisations become more complex, they will encounter challenges that can no longer be overcome with traditional structures, methods, competencies and skills. Uncontrolled, complex environments lead to inefficiencies, communication barriers and difficulties if they are not addressed proactively. To navigate and evolve in the ‘new’ complexity, organisations often need to make fundamental changes, introduce structural innovations and redesign their structures and processes to remain effective and competitive.

The increasing complexity of organisations


Organisations are complex ecosystems comprising various interconnected components, such as locations, departments, teams, processes, technologies, data, regulations, expertise, languages, cultures and people. These components all interact with each other daily on multidimensional levels and influence an organisation's overall functioning and culture.

For various reasons, this will become even more acute in the future:

Globalisation: As organisations expand their operations geographically, they have to deal with different languages and cultures, flows of goods and market dynamics.

Technological progress: The rapid pace of technological progress introduces new tools, platforms and systems into organisations that must be integrated and managed.

Further specialisation with simultaneous diversification: Organisat