Revisiting Digital Media and Internet Research Ethics. A Process Oriented Approach
Business Model-Oriented Approach to Process Management
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Transcript of Business Model-Oriented Approach to Process Management
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Business Model-Oriented Approach to BPM
Dr. Edward Schreckling, WITTENSTEIN AG
Houston/TX, November 10, 2011
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2© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
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3© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
BPM Reality Bites, Too
Board:
� Efficiency
� Standardized processes
MDs:
� Effectiveness
� Tailor-made processes
BPM
(at least, sometimes)
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4© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Structure
1. The Problem
2. WITTENSTEIN
3. The Seven Tenets of BPM(and the Solution)
4. Key Takeaways
More detailed handout structured identically.
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5© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Selected Applications
Active Side Stick
© Statoil
Subsea Valve Drives
FITBONE® Electro-Mobility
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6© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our Process Framework(level 1/Cat.)
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7© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our Structure(w/o 27 international subsidiaries)
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8© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our Process Frameworks(this time, using the plural)
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9© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our BPM Mission
We put our Customers(and their Customers)on the FAST LANE!
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10© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our BPM Goals
FAST LANE CriteriaFAST LANE Criteria
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11© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our BPM Challenge
One For Each One For All
Extreme Approaches
11 22
Criteria , , C F V Criteria , E T
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12© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our BPM Approach
Business Model-Orientation
Steps: 11 22 33
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13© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our Business Models
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Step 1: Build & Fill Business Model/Business Unit Matrix
1.1 Interrelate Business Models
and Business Units (BUs).
1.2 Consider process-relevant Market
Specifics.
1.3 Consider process-relevant Strategies,
Structures, and Regulations.
1
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15© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
2.1 Interrelate Success Factors and
Processes for each BM.
2.2 Identify critical Process Categories.
2.3 Prioritize Process Categories.
2.4 Identify critical Process Groups.
Step 2: Build & Fill Success Factors/Process Matrices
2
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16© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Step 3: Link BPM with BMs Through Process Metrics
3.1 Assign appropriate Process
Metrics to Process Groups.
3.2 Determine Target Values for each
Process Metric.
3
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17© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our Evaluation Criteria
� Metrics (optimization potential)
� Strategic importance of Business Model
� Revenue Share of Business Model
� Contribution to Success Factors of Model(s)
� Process Costs
� Business Case
� Relevance for planned IT Project (e.g. ERP)
(selection)
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18© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our Governance Model
� Main Processes
� Process Project Proposition
� Process for Releasing To-Be-Processes
� Main Roles
� Process Driver
� Steering Committee
� Process Developer
� Process Modeling Conventions
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19© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our BPM Tools
� ARIS Business Designer
� Value Chain Diagrams
� Event-Driven Process Chains
� ARIS Business Publisher
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20© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Change Management(BPM is not always welcomed like this)
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21© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Our Efforts in a Nutshell
� BPM Mission and Roadmap
� Show-case Project
� Low BPM resources (staff, budgets)
� Involvement of Top Management
� Business Model-Orientation
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22© 2011 WITTENSTEIN AG. ALL RIGHTS RESERVED.
Key Takeaways
1. Business models link strategy with BPM.
2. They can help:
� Bringing in the customer perspective
� Managing complexity
� Finding a resilient compromise between
effectiveness and efficiency.