Selecting Critical Business Processes: A Case StudyEssay Preview: Selecting Critical Business Processes: A Case StudyReport this essayHEADNOTEOrganizations often struggle with assessing the impact their critical business processes makes on their overall competitiveness. Often, critical processes that perform at acceptable levels can be enhanced to improve the competitive advantage. We present a methodology to assist managers in determining not only a critical business process through comprehensive selection criteria, but also its impact on the vision of the firm. The methodology has been tested in several organizations. One firms results are presented to explain the methodology.
IntroductionManagers and decision-makers face the complex task of identifying a critical business process as well as determining how enhancing it will impact the firms competitive advantage. Firms are only vaguely aware of the value of their competencies. If organizations understand and agree on core competencies, history indicates that they maintain their competitive edge and use their core competencies as foundation for creating future value. Companies usually have several core competencies. Determining which one needs improvement first can be complicated. If managers agree on the most valuable competencies, they tend to be more consistent in developing and nurturing those competencies. The purpose of this article is twofold: identify which business processes are critical, based on the enterprises vision, and determine how to prioritize which processes to improve and monitor.
Core Competency Determination and Enhancement ModelsThe concept of core competencies serves as a useful framework for strategic thinking about how todays choices can make a positive impact on programs and services that can and should be provided in the future. Current literature discusses core competencies and core capabilities; however, limited information exists about determining a critical business process. One of the most comprehensive methodologies is based on the concept that product families and their platforms result from underlying core capabilities. Studies also link competencies and company performance. Determining and prioritizing critical business processes requires comprehensive selection criteria. This approach gives insight
SECTION 1. WHAT IS A COMBINED PLAN?
The core competencies and capabilities of an enterprise for which a management-led plan (COP) or plan-specific management practices (CMM) exists are:
Product performance
CASCP requirements
Integrated business processes
Operational and management knowledge
Focused effort of management
Customer satisfaction
Customer service
Business outcomes
Operational and management knowledge is essential. Product performance is defined as the type of performance required to achieve critical business outcomes or a desired level of performance using the CSP. CSPs focus on business performance for several levels (including sales, sales and marketing, customer service and customer satisfaction) of the product, thus the product can function in all different organizations, all with varying market cycles and at different times of a business cycle. Customer satisfaction and operating satisfaction are important processes in a CSP. However, they cannot capture a fully independent approach to a business operation or, conversely, would require a fully integrated team.
Product performance is defined as the type of performance required to achieve critical business outcomes or a desired level of performance using the CSP. CSPs focus on business performance for several levels (including sales, sales and marketing, customer service and customer satisfaction) of the product, thus the product can function in all different organizations, all with varying market cycles and at different times of a business cycle. Customer satisfaction is important process in enterprise management organizations, and the critical business process is a requirement for most employees.
Product performance is a requirement of all organizations. Business operations need a well-established team of highly competent or senior managers who can take the time and effort needed to implement effective measures of their performance and to ensure that employees are given reasonable opportunities to achieve the highest level of performance.
Business operations need a well-established team of highly competent or senior managers who can take the time and effort needed to implement effective measures of their performance and to ensure that employees are given reasonable opportunities to achieve the highest level of performance. Operational and management knowledge is crucial for operational outcomes. Operations departments are required to take the necessary steps to improve and ensure that employees have a good sense of their performance, including training, monitoring, training and other elements of the business. Information that may provide the employees with information about their ability to maximize their performance may also help them in other aspects of the business. In the case of organizations where an individual or a company operates in a competitive environment, employees in their own organizations must learn at a competitive level. To help employees find the appropriate and effective communication and monitoring services necessary to meet those needs, management needs to meet its goals clearly and effectively. One of the most vital areas in employee competencies is organizational knowledge. The requirement for organizational knowledge varies widely from organization to organization, with some requirements that all entities need to meet. One solution for each requirement is to focus on developing the appropriate approach to organizational knowledge and understanding.
Product performance is a requirement of all organizations; therefore, organization requirements are more or less similar for