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240201 ||| eng |
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|a 9781484298169
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|a HD2351
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|a Schank, Michael
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| 245 |
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|a Digital transformation success
|b achieving alignment and delivering results with the process inventory framework
|c Michael Schank
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| 260 |
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|a New York, NY
|b Apress
|c 2023
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| 300 |
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|a xii, 257 pages
|b illustrations
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|a Part II: Applying Process Inventory to Transform Ways of Working -- Chapter 4: Driving Operational Excellence -- The Impact of the Toyota Way -- Organizational Inefficiencies and Complexity -- Operational Excellence -- Keys to Operational Excellence -- Operational Excellence Outcome -- Lean Six Sigma -- Lean Six Sigma Principles -- Principle #1: Focus on the Customer -- Principle #2: Identify and Understand How Work Gets Done -- Principle #3: Manage, Improve, and Smooth the Process Flow -- Principle #4: Remove Non-value-added Steps and Waste -- Principle #5: Manage by Fact and Reduce Variation
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|a Principle #6: Involve and Equip the People in the Process -- Principle #7: Undertake Improvement Activity in a Systematic Way -- Process Inventory Enhances Lean Six Sigma Effectiveness -- Sustained Knowledge Management -- Transparency -- Ownership Model -- Cross-Functional Coordination -- Leveraging Technology to Design Improvement -- Additional Operational Excellence Methods -- Enterprise Architecture -- Data Governance -- Risk Management -- Operating Model Design -- Supply Chain Management -- Customer Experience -- Process Inventory Powers Operational Excellence -- Key Takeaways
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|a Includes bibliographical references and index
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|a The Origins of the Process Inventory Framework -- The Process Inventory Framework -- Process Inventory -- Definition -- Quality Is Paramount -- Process Naming -- Maintenance -- Process Ownership -- Omnichannel Processes -- Outsourced Processes -- Integration with Business Capability Model and Standard Process Models -- Process Mining -- Process Inventory Metadata -- Sourcing Process Metadata -- Integrated Process Metadata Model -- Conceptual Architecture -- Exporting the Common Language -- Process Modeling and Metadata -- Leveraging Metadata Libraries -- Participants -- Events -- Systems
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|a Data Objects -- Controls -- Customer Personas and Customer Journeys -- Linkage to Process Inventory Framework -- Value Streams -- Key Takeaways -- Chapter 3: Defining the Digital Transformation Program -- John Deere's Digital Transformation -- Digital Strategy Trends -- Business Model Disruption -- Democratizing Innovation -- Focus on the Customer -- Data as an Asset -- Defining the Digital Program -- Assess the Environment -- Define the Digital Strategy -- Reimagine Operating Model -- Develop and Manage Transformation Roadmap -- Establishing a Process Inventory Strategy -- Key Takeaways
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|a Intro -- Contents -- About the Author -- Introduction -- Part 1: Foundations for Success -- Chapter 1: The Key to Digital Transformation Success -- Nokia's Mobile Phone Business -- Creative Destruction in the Age of Digitization -- Digital Transformation Defined -- State of Digital Transformation -- Why Digital Transformations Fail -- Process Is the Common Language -- The Process Inventory Framework -- The Digital Transformation Journey -- Framework Implementation Considerations -- Key Takeaways -- Chapter 2: Overview of the Process Inventory Framework
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| 653 |
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|a Entreprises / Technologie de l'information
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| 653 |
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|a Business enterprises / Information technology
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| 041 |
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 500 |
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|a Chapter 5: Transforming the Change Process
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| 028 |
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|a 10.1007/978-1-4842-9816-9
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| 776 |
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|z 9781484298169
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| 776 |
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|z 1484298152
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| 776 |
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|z 9781484298152
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| 776 |
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|z 1484298160
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| 856 |
4 |
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|u https://learning.oreilly.com/library/view/~/9781484298169/?ar
|x Verlag
|3 Volltext
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| 082 |
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|a 658.4/063
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|a 338
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|a 330
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| 520 |
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|a Who This Book Is For Forward-thinking Business Executives committed to achieving their digital transformation agenda Visionary Leaders, including COOs and CIOs, striving to elevate their organization's efficiency and effectiveness Individual practitioners and teams dedicated to driving transformation strategies and techniques within their organization Process Center of Excellence personnel entrusted with mapping out and managing processes for their organization's success
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| 520 |
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|a To address this challenge, the book introduces Process Inventory, a powerful framework that not only establishes a common language but also aligns resources throughout the organization, driving a new level of operating efficiency and agility necessary to thrive in this digital era. This comprehensive guide delves beyond guiding principles, providing readers with detailed methods, modeling techniques, operating models, and real-world case studies. By leveraging the Process Inventory framework, organizations can enhance existing disciplines like Change Management, Risk Management, and Operational Excellence, enabling effective digital technology design and propelling them into the forefront of the digital age. What You'll Learn The transformative power of the Process Inventory framework to drive Digital Transformation success by aligning resources, organizational goals, and efforts, leading to unparalleled agility.
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| 520 |
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|a How the Process Inventory serves as the connective tissue that redefines how an organization operates, enabling operational excellence and enhanced efficiency.How Process Inventory directly supports the seamless implementation of cutting-edge digital technologies like machine learning, intelligent process automation, and microservices. Key best practices, including building and maintaining models, engaging stakeholders, and attaining maximum value from this framework. How Process Inventory seamlessly integrates with and elevates existing disciplines such as Process Modeling, Enterprise Architecture, Risk Management, Lean/Six Sigma Process Improvement, Change Management, and Business Architecture.
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| 520 |
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|a Discover the key to digital transformation success in this comprehensive guide. In today's rapidly advancing technological landscape, companies are promised innovative business models, enhanced customer experiences, and productivity improvements through digital initiatives. However, it's disheartening that 70% of these endeavors fail to meet their goals, resulting in lost investments and frustrated stakeholders. The root cause of these failures often lies in the lack of alignment across organizations. Achieving alignment is crucial, encompassing both vertical alignment - which involves aligning goals from the CEO down to even low-level single contributors - and horizontal alignment - which enables seamless collaboration across functional areas.
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