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DIGITAL TRANSFORMATION W/BUSIN by Connie Moore,Kerry M. Finn,Dr Setrag Khoshafian Pdf
BPM is essential to a company's survival in today's hyper-speed business environment. The goal of Digital Transformation is to help empower enterprises to compete at the highest level in any marketplace. This book provides compelling award-winning case studies contributed by those who have been through the full BPM experience. The case studies describe the processes involved to generate successful ROIs and competitive advantages. Digital transformation describes the changes associated with the application of digital technology in all aspects of human society. These world-renowned authors and leading edge case studies will help you understand the meaning and impact of Digital Transformation and how you can leverage that transformation using BPM you already have. Learn how to extend that into core processes that run the business and thus engage more meaningfully with your customers. The authors discuss the impact of emerging technologies, the mandate for greater transparency and how the ongoing aftershocks of globalization have collectively impacted predictability within the business enterprise.
Digital Transformation with BPM by Nathaniel Palmer,Connie Moore,Kerry M. Finn,Kay Winkler,Neil-Ward-Dutton,Frank Kowalkowski,Keith D Swenson Pdf
BPM is essential to a company's survival in today's hyper-speed business environment. The goal of Digital Transformation is to help empower enterprises to compete at the highest level in any marketplace. This book provides compelling award-wining case studies contributed by those who have been through the full BPM experience. The case studies describe the processes involved to generate successful ROIs and competitive advantages. Digital transformation describes the changes associated with the application of digital technology in all aspects of human society. Digital transformation may be thought of as the third stage of embracing digital technologies: from digital competence to digital usage to digital transformation, with usage and transformative ability informing digital literacy. The transformation stage means that digital usages inherently enable new types of innovation and creativity in a particular domain, rather than simply enhance and support the traditional methods. These industry thought-leaders together with the leading-edge case studies will help you understand the meaning and impact of Digital Transformation and how you can leverage that transformation; likely using BPM you already have. Learn how to extend that into core processes that run the business and thus engage more meaningfully with your customers. The authors discuss the impact of emerging technologies, the mandate for greater transparency and how the ongoing aftershocks of globalization have collectively impacted predictability within the business enterprise.
Business Process Management Cases Vol. 2 by Jan vom Brocke,Jan Mendling,Michael Rosemann Pdf
This book is a sequel and extension to the book “Business Process Management Cases", published in its first edition by Springer in 2018. It adds 22 new cases for practitioners and educators to showcase and study Business Process Management (BPM). The BPM cases collection is dedicated to providing a contemporary and comprehensive, industry-agnostic insight into the realities of BPM. In particular it focuses on the lessons that only authentic cases can provide. The experiences documented cover both, the positive impact of deploying BPM as well as the lessons learnt from failed attempts. Each case takes a holistic approach and by doing so, each chapter recognizes that BPM in practice is a multidimensional endeavor covering strategy to operations, systems and infrastructure, governance and culture, models and running processes. This volume also introduces a new device to plan and scope BPM initiatives: the BPM Billboard. The Billboard helps professionals to link BPM projects to the corporate strategy and to build the organizational capabilities to reach such strategic directive. Digital technologies do not just facilitate innovative process designs, but enable entire new strategic options. This book provides a contemporary and comprehensive overview of how to create process-enabled strategies in an opportunity-rich environment. Martin Petry, Hilti CIO This is the first book to present the BPM Billboard – A new management tool to plan and scope BPM initiatives. The Billboard together with the insightful real-world cases offers valuable guidance towards BPM success from a holistic perspective. Gero Decker, Signavio CEO
BPM - Driving Innovation in a Digital World by Jan vom Brocke,Theresa Schmiedel Pdf
This book shows how business process management (BPM), as a management discipline at the intersection of IT and Business, can help organizations to master digital innovations and transformations. At the same time, it discusses how BPM needs to be further developed to successfully act as a driver for innovation in a digital world. In recent decades, BPM has proven extremely successful in managing both continuous and radical improvements in many sectors and business areas. While the digital age brings tremendous new opportunities, it also brings the specific challenge of correctly positioning and scoping BPM in organizations. This book shows how to leverage BPM to drive business innovation in the digital age. It brings together the views of the world’s leading experts on BPM and also presents a number of practical cases. It addresses mangers as well as academics who share an interest in digital innovation and business process management. The book covers topics such as BPM and big data, BPM and the Internet of Things, and BPM and social media. While these technological and methodological aspects are key to BPM, process experts are also aware that further nontechnical organizational capabilities are required for successful innovation. The ideas presented in this book have helped us a lot while implementing process innovations in our global Logistics Service Center. Joachim Gantner, Director IT Services, Swarovski AG Managing Processes – everyone talks about it, very few really know how to make it work in today’s agile and competitive world. It is good to see so many leading experts taking on the challenge in this book. Cornelius Clauser, Chief Process Officer, SAP SE This book provides worthwhile readings on new developments in advanced process analytics and process modelling including practical applications – food for thought how to succeed in the digital age. Ralf Diekmann, Head of Business Excellence, Hilti AG This book is as an important step towards process innovation systems. I very much like to congratulate the editors and authors for presenting such an impressive scope of ideas for how to address the challenging, but very rewarding marriage of BPM and innovation. Professor Michael Rosemann, Queensland University of Technology
Business Process Management Cases by Jan vom Brocke,Jan Mendling Pdf
This book is the first to present a rich selection of over 30 real-world cases of how leading organizations conduct Business Process Management (BPM). The cases stem from a diverse set of industry sectors and countries on different continents, reporting on best practices and lessons learned. The book showcases how BPM can contribute to both exploitation and exploration in a digital world. All cases are presented using a uniform structure in order to provide valuable insights and essential guidance for students and practitioners.
Business Process Management Cases Vol. 2 by Jan vom Brocke,Jan Mendling,Michael Rosemann Pdf
This book is a sequel and extension to the book "Business Process Management Cases", published in its first edition by Springer in 2018. It adds 22 new cases for practitioners and educators to showcase and study Business Process Management (BPM). The BPM cases collection is dedicated to providing a contemporary and comprehensive, industry-agnostic insight into the realities of BPM. In particular it focuses on the lessons that only authentic cases can provide. The experiences documented cover both, the positive impact of deploying BPM as well as the lessons learnt from failed attempts. Each case takes a holistic approach and by doing so, each chapter recognizes that BPM in practice is a multidimensional endeavor covering strategy to operations, systems and infrastructure, governance and culture, models and running processes. This volume also introduces a new device to plan and scope BPM initiatives: the BPM Billboard. The billboard helps professionals to link BPM projects to the corporate strategy and to build the organizational capabilities to reach such strategic directive. Digital technologies do not just facilitate innovative process designs, but enable entire new strategic options. This book provides a contemporary and comprehensive overview of how to create process-enabled strategies in an opportunity-rich environment. Martin Petry, Hilti CIO This is the first book to present the BPM Billboard - A new management tool to plan and scope BPM initiatives. The Billboard together with the insightful real-world cases offers valuable guidance towards BPM success from a holistic perspective. Gero Decker, Signavio CEO.
Business Process Management: Current Applications and the Challenges of Adoption by Renata Gabryelczyk,Tomislav Hernaus Pdf
Business Process Management (BPM) has been evolving for over 25 years in information systems research, management science, and organizational practice (Vom Brocke & Mendling, 2018). The earliest characteristics of BPM concentrated around process analysis, improvement and control, in a less strict manner that required reengineering (Elzinga, Horak, Lee, & Bruner, 1995). More mature approaches, observed since the year 2000, have been promoting the so-called process thinking, i.e. managing an organization from a process-based point of view. These approaches emphasize that process and team work oriented organizational structures should be aligned with other management systems. Process management should be holistic by its nature so as to cover an entire organization. Although BPM researchers stressed the need for system thinking at that time, published literature distinguished two perspectives of looking at BPM: the organizational perspective and the technological perspective of BPM. From the organizational perspective, authors focused on a number of key factors, i.e., process governance, a process-based organizational structure concept, customer orientation of internal and external processes, managing an organization based on process outputs, building process relations, and improving process maturity throughout the customer value chain, as well as through strategically aligning process initiatives to organizational objectives. From the technological perspective, the key factors of interest to authors, referred to as BPMS (Business Process Management System), include IT methods, techniques and tools that support the designing, implementation, modeling and simulation of business processes and are considered to be an extension of classical workflow systems or an environment for designing management support IT systems, e.g. ERP class systems. An integrated and interdisciplinary approach was proposed in the framework of six core BPM elements required for the holistic and sustainable use of process management (Rosemann & Vom Brocke, 2010). These include strategic alignment, governance, methods, information technology, people and culture. In this sense, technology is only one of six closely interrelated elements. Currently, there are two distinct directions in the evolution of BPM: traditional BPM and digital BPM. The former encompasses methods, techniques and systems that traditionally lead to increased organizational efficiency and to improved process effectiveness and flexibility. Although studies on BPM have been continuously evolving, some research gaps still remain open. The traditional understanding of process management seems particularly vital to organizations in developing economies, which sometimes follow practices and models that were designed and tested in highly developed countries, but should also be committed to drawing on their own experience and understanding of their local business environment (Gabryelczyk & Roztocki, 2018). Research on BPM in this traditional focus is still needed to better document, implement and improve idiosyncratic business processes in the context of an organization, environment, culture, and country. This is also confirmed by research conducted under the JEMI Special Issue on Business Process Management. Besides the traditionally shaped approach to BPM, organizations increasingly treat BPM as a driver of organizational innovation and as an essential part of the digital transformation (Vom Brocke & Schmiedel, 2015). New digital technologies such as social media, digital platforms, big data and advanced data analytics, blockchains, robotics, etc., enable development and growth in a constantly changing environment. To take advantage of these opportunities in the digital world, organizations require new BPM competences and capabilities. However, digital disruption creates quite a challenge for the BPM research community. How can BPM capabilities be developed in order to achieve adaptability, growth, flexibility, and agility? How can BPM foster innovations within and throughout organizations? These are just some of the issues for future BPM-related research. Threads associated with employing BPM for digital transformation have been included in a proposed Special Issue on BPM. This Special Issue on BPM consists of six articles including contributions from invited authors from three transition economies: Croatia, Slovakia, and Poland. All of the papers focus on applications of the process approach to management or directly to the adoption of Business Process Management. The majority of articles relate to the traditional BPM thread, although the indicated BPM alliances with other concepts such as Knowledge Management, Change Management, and Project Management are worthy of note. Only one article addresses the topic of BPM in the context of digital transformation. The nature and structure of these articles may be indicative of the current motivational factors and process maturity levels of organizations adopting ordinary and/or advanced BPM practices. When analyzing the content of individual articles, we pay attention to the factors underlying BPM adoption. We understand the primary motivation to be the expected benefits from BPM. Therefore, we can assume this Special Issue to be a contribution to BPM development in the form of the indicating motivation and triggers for BPM adoption. The first paper, by Jerzy Auksztol and Magdalena Chomuszko, proposes a process-based approach to construct a Data Control Framework for Standard Audit File for Tax (SAF-T). The process approach is used to redesign the internal financial control processes and procedures of an organization to meet the new requirements of a fiscal audit. The process approach, combined with risk management and quality management, is, therefore, a tool supporting entrepreneurs adapting to new regulations imposed on them by their external environment, particularly those of tax authorities. Therefore, in this case, the main motivation for adopting elements of BPM was the impact of external environment factors. The paper by Ana-Marija Stjepić, Lucija Ivančić, and Dalia Suša Vugec focuses on the link between Business Process Management and digital transformation. The authors have developed a theoretical framework for the emerging role of BPM in digitalization and as a guide for researchers and practitioners conducting digital transformation initiatives in organizations. The results obtained in the article prove that the set goals and expected benefits of digital transformation can be achieved by a rethink and improvement of the processes, with a particular focus on end-to-end customer processes through supply chain management. Based on this article, we can conclude that one of the main motivational factors for BPM adoption is a desire to obtain the benefits of digital transformation. The article written by Miroslava Nyulásziová and Dana Paľová takes up the issues of using and linking the process approach and BPM lifecycle with the designing of decision support systems. The authors of this paper have developed an innovative system for decision support by implementing modeling, analysis, and improvement methods to the transportation process in the studied organization. The forwarding company’s case study presented in the paper also shows how BPM adoption began with a single main process that has been streamlined and automated. Therefore, the motivations for BPM adoption were not only operational, relating to the optimization of the cost of the process, but also managerial, oriented on improving the decision-making process. The use of information technology allowed the full exploitation of the potential for process improvements. The next paper by Olga Sobolewska is about incorporating the issues of BPM into the contemporary challenges of network organizations. The author claims that the organization’s orientation towards both business processes and knowledge management is a strong success factor for network cooperation. The author argues that modern organizations should focus on managing knowledge-oriented processes to become attractive to cooperation partners for network organizations. In this article, BPM adoption is of a strategic nature for the purposes of undertaking new forms of cooperation. The paper by Hubert Bogumił has an interdisciplinary character and, in a unique way, shows the connections between the concepts of process management, organizational change management, and IT project management. The author undertook the challenge of examining how problems for organizations managing IT projects facilitate in different ways the use of distinctive approaches to improve business processes. The author emphasizes that the main difficulty is the fact that modern organizations most often use a hybrid approach, with elements of both traditional project management and agile. The need to create a work environment that takes into account the risk of unexpected system and business regression, as well as a diagnosis of the causes and methods of its mitigation, is the initial research result in this paper. This article contributes to the development of BPM governance and integration of IT governance. The motivational factors for BPM are multi-faceted, as is the scope of the article. However, their managerial and cultural character (related to methods of communication and rules of cooperation in teams) should be emphasized. The article by Agnieszka Bitkowska concerns the integration of the concept of Knowledge Management and BPM. The author restates in her article that the identification, acquisition, presentation and documentation of knowledge are not independent tasks, but are implemented within business processes. In this paper, the correlations between BPM and Knowledge Management have been examined and the benefits and practical implications resulting from the integrated implementation of both concepts are emphasized. In the case of this article, BPM adoption can be a success factor for the implementation of Knowledge Management and the achievement of associated benefits. Studying Business Process Management from the different angles presented in this Special Issue should enrich our understanding of current BPM practices and better realize future challenges, especially those related to BPM development in the context of digital transformation and the integration of BPM with other management-related concepts. In addition, the contribution made by the authors of this Special Issue allowed us to see various motivations and triggers for BPM adoption, from operational, to managerial, strategic, cultural and technological ones, and those driven by the external environment. We would like to thank the authors for their contribution to this Special Issue. We would also like to thank all the reviewers for their valuable comments, which helped the authors improve their articles significantly. We are firmly convinced that the BPM research results presented in this Special Issue will help strengthen the existing body of BPM knowledge. We recommend reading the related issue of the JEMI journal to the wider community of BPM researchers, practitioners, and enthusiasts. Guest Editors Renata Gabryelczyk , Tomislav Hernaus Acknowledgments The editorial work on this Special Issue was supported by the Polish National Science Centre, Poland, Grant No. 2017/27/B/HS4/01734. References Elzinga, D. J., Horak, T., Lee, C.-Y., & Bruner, C. (1995). Business process management: Survey and methodology. IEEE Transactions on Engineering Management, 42(2), 119-128. http://dx.doi.org/10.1109/17.387274 Gabryelczyk, R., & Roztocki, N. (2018). Business process management success framework for transition economies. Information Systems Management, 35(3), 234-253. http://dx.doi.org/10.1080/10580530.2018.1477299http://dx.doi.org/10.1080/10580530.2018.1477299 Rosemann, M., & Vom Brocke, J. (2010). The six core elements of business process management. In Handbook on Business Process Management 1. Cham: Springer. Vom Brocke, J., & Mendling, J. (Eds.). (2018). Business Process Management Cases. Digital Innovation and Business Transformation in Practice. Berlin: Springer. Vom Brocke, J., & Schmiedel, T. (Eds.). (2015). BPM-Driving Innovation in a Digital World. Cham: Springer.
Advances in Production Management Systems. The Path to Digital Transformation and Innovation of Production Management Systems by Bojan Lalic,Vidosav Majstorovic,Ugljesa Marjanovic,Gregor von Cieminski,David Romero Pdf
The two-volume set IFIP AICT 591 and 592 constitutes the refereed proceedings of the International IFIP WG 5.7 Conference on Advances in Production Management Systems, APMS 2020, held in Novi Sad, Serbia, in August/September 2020. The 164 papers presented were carefully reviewed and selected from 199 submissions. They discuss globally pressing issues in smart manufacturing, operations management, supply chain management, and Industry 4.0. The papers are organized in the following topical sections: Part I: advanced modelling, simulation and data analytics in production and supply networks; advanced, digital and smart manufacturing; digital and virtual quality management systems; cloud-manufacturing; cyber-physical production systems and digital twins; IIOT interoperability; supply chain planning and optimization; digital and smart supply chain management; intelligent logistics networks management; artificial intelligence and blockchain technologies in logistics and DSN; novel production planning and control approaches; machine learning and artificial intelligence; connected, smart factories of the future; manufacturing systems engineering: agile, flexible, reconfigurable; digital assistance systems: augmented reality and virtual reality; circular products design and engineering; circular, green, sustainable manufacturing; environmental and social lifecycle assessments; socio-cultural aspects in production systems; data-driven manufacturing and services operations management; product-service systems in DSN; and collaborative design and engineering Part II: the Operator 4.0: new physical and cognitive evolutionary paths; digital transformation approaches in production management; digital transformation for more sustainable supply chains; data-driven applications in smart manufacturing and logistics systems; data-driven services: characteristics, trends and applications; the future of lean thinking and practice; digital lean manufacturing and its emerging practices; new reconfigurable, flexible or agile production systems in the era of industry 4.0; operations management in engineer-to-order manufacturing; production management in food supply chains; gastronomic service system design; product and asset life cycle management in the circular economy; and production ramp-up strategies for product
Value-Driven Business Process Management: The Value-Switch for Lasting Competitive Advantage by Peter Franz,Mathias Kirchmer Pdf
Seize the competitive advantage with BPM at the heart of your strategy Value-Driven Business Process Management provides the rationale and methods for using business Process Management (BPM) to gain clarity on how your business operates and develop the ability to put new ideas into action quickly. You learn how to redirect your focus from a "method-and-tool" view of BPM to a more broadly informed view of BPM as a powerful management approach. Peter Franz, Managing Director for Business Process Management at Accenture, is responsible for the global team that helps clients achieve sustainable shareholder and customer value through scalable, efficient and agile business processes. Dr. Mathias Kirchmer, Accenture's Executive Director for Business Process Management, leads the global BPM-Lifecycle Practice, as well as the program for the development of Accenture's Business Process Reference Models across industries and functional areas.
Functional Automation and Digital Transformation by Dr. Vipin K Suri Pdf
Functional Automation and Digital Transformation By: Dr. Vipin K Suri Eliminating the need for manual intervention in complex or repetitive business processes can have a positive impact on operations. By automating certain decisions, organizations can not only accelerate process workflows, but also improve the accuracy and consistency of the results. Digital process automation is fundamental to delivering better customer experiences that fully meet user expectations. Digitization of back-office services, primarily handled by business support functions, is underway. Shared Services organizations manage and deliver business and administrative support services common to business units. These support services are primarily focused on functions such as Finance & Accounting, Human Resources, Purchasing & Supply Chain, and IT. By incorporating digital automation and transformation technologies, such as Business Process Management (BPM), Enterprise Resource Planning (ERP), Robotic Process Automation (RPA), Intelligent Automation (IA) and Blockchain into the operations, organizations can streamline processes and increase operational efficiencies.
High Performance Through Business Process Management by Mathias Kirchmer Pdf
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.
Digital Transformation and New Challenges by Evgeny Zaramenskikh,Alena Fedorova Pdf
This book gathers the best papers presented at the first conference held by the Russian chapter of the Association for Information Systems (AIS). It shares the latest insights into various aspects of the digitalization of the economy and the consequences of transformation in public administration, business and public life. Integrating a broad range of analytical perspectives, including economic, social and, technological, this interdisciplinary book is particularly relevant for scientists, digital technology users, companies and public institutions.
Digital Transformation of Enterprise Architecture by Vivek Kale Pdf
"In this book, Vivek Kale makes an important contribution to the theory and practice of enterprise architecture ... this book captures the breadth and depth of information that a modern enterprise architecture must address to effectively support an agile enterprise. This book should have a place in every practicing architect's library." —John D. McDowall, Author of Complex Enterprise Architecture Digital Transformation of Enterprise Architecture is the first book to propose Enterprise Architecture (EA) as the most important element (after Business Models) for digital transformation of enterprises. This book makes digital transformation more tangible by showing the rationale and typical technologies associated with it, and these technologies in turn reveal the essence of digital transformation. This book would be useful for analysts, designers and developers of future-ready agile application systems. This book proposes that it is the perennial quest for interoperability & portability, scalability, availability, etc., that has directed and driven the evolution of the IT/IS industry in the past 50 years. It is this very quest that has led to the emergence of technologies like service-oriented, cloud, and big data computing. In addition to the conventional attributes of EA like interoperability, scalability and availability, this book identifies additional attributes of mobility, ubiquity, security, analyticity, and usability. This pragmatic book: Identifies three parts effort for any digital transformation: Business Models, Enterprise Architectures and Enterprise Processes. Describes eight attributes of EA: interoperability, scalability, availability, mobility, ubiquity, security, analyticity, and usability. Explains the corresponding technologies of service-oriented, cloud, big data, context-aware, Internet of Things (IoT), blockchain, soft, and interactive computing. Briefs on auxiliary technologies like integration, virtualization, replication, spatio-temporal databases, embedded systems, cryptography, data mining, and interactive interfaces that are essential for digital transformation of enterprise architecture. Introduces interactive interfaces like voice, gaze, gesture and 3D interfaces. Provides an overview of blockchain computing, soft computing, and customer interaction systems. Digital Transformation of Enterprise Architecture proposes that to withstand the disruptive digital storms of the future, enterprises must bring about digital transformation, i.e. a transformation that affects an exponential change (amplification or attenuation) in any aspect of the constituent attributes of EA. It proposes that each of these technologies (service-oriented, cloud, big data, context-aware, IoT, blockchain, soft, and interactive computing) bring about digital transformation of the corresponding EA attribute viz. interoperability, scalability, availability, mobility, ubiquity, security, analyticity, and usability.
Digital Success: A Holistic Approach to Digital Transformation for Enterprises and Manufacturers by Alasdair Gilchrist Pdf
What is Digital Transformation, why is it so important and why do so many transformation projects fail? More importantly, what can we do to make our transformation initiative succeed? These are a few of the profound questions that we seek to answer in this book. The anomaly between the number of digital transformation being undertaken and the high failure rate may be due to not enough transformation initiatives taking a holistic approach that encompasses people, culture, organisations, processes, business strategy and objectives into the overall mix instead they are focusing largely on the technology. Therefore in this book we contemplate a holistic approach to digital transformation across the entire spectrum of the business from the perspective of an enterprise or manufacturer. Hence we start with people, culture and the need for agile business development when transforming processes, products and services or business models. We examine the how and why we align and tightly couple business objectives to transformation initiatives. Importantly, we examine the need for company-wide collaboration and integration of data, knowledge, processes and systems and the huge benefits initiatives such as data-democratization can deliver. Then we delve deeper into the specific drivers for successful transformation across a very broad range of business functions from the perspective of IT and Operations, Finance, HR, Sales & Marketing, Manufacturing, Inventory, Supply chain and Post-sales service. We also examine how technology and processes such as the IoT and advanced data analysis have brought about Industry 4.0 and the Smart Factory not through technology upgrades and point solutions but through a holistic approach to digital transformation. A holistic approach to digital transformation, places people, culture, knowledge, capabilities, and decision-making as the pillars supporting the overall organisation's business strategy, objectives and mission values that are built upon a foundation of technology and processes. Successful digital transformation initiatives do not lose their focus on the overarching business strategy and company objectives being the goal, it's not about technology it is about creating new business value at the strategic level. And in this book we will show you how to do it.What is Digital Transformation, why is it so important and why do so many transformation projects fail? More importantly, what can we do to make our transformation initiative succeed? These are a few of the profound questions that we seek to answer in this book. The anomaly between the number of digital transformation being undertaken and the high failure rate may be due to not enough transformation initiatives taking a holistic approach that encompasses people, culture, organisations, processes, business strategy and objectives into the overall mix instead they are focusing largely on the technology. Therefore in this book we contemplate a holistic approach to digital transformation across the entire spectrum of the business from the perspective of an enterprise or manufacturer. Hence we start with people, culture and the need for agile business development when transforming processes, products and services or business models. We examine the how and why we align and tightly couple business objectives to transformation initiatives. Importantly, we examine the need for company-wide collaboration and integration of data, knowledge, processes and systems and the huge benefits initiatives such as data-democratization can deliver. Then we delve deeper into the specific drivers for successful transformation across a very broad range of business functions from the perspective of IT and Operations, Finance, HR, Sales & Marketing, Manufacturing, Inventory, Supply chain and Post-sales service. We also examine how technology and processes such as the IoT and advanced data analysis have brought about Industry 4.0 and the Smart Factory not through technology upgrades and point solutions but through a holistic approach to digital transformation. A holistic approach to digital transformation, places people, culture, knowledge, capabilities, and decision-making as the pillars supporting the overall organisation's business strategy, objectives and mission values that are built upon a foundation of technology and processes. Successful digital transformation initiatives do not lose their focus on the overarching business strategy and company objectives being the goal, it's not about technology it is about creating new business value at the strategic level. And in this book we will show you how to do it.
Systems of Insight for Digital Transformation: Using IBM Operational Decision Manager Advanced and Predictive Analytics by Whei-Jen Chen,Rajeev Kamath,Alexander Kelly,Hector H. Diaz Lopez,Matthew Roberts,Yee Pin Yheng,IBM Redbooks Pdf
Systems of record (SORs) are engines that generates value for your business. Systems of engagement (SOE) are always evolving and generating new customer-centric experiences and new opportunities to capitalize on the value in the systems of record. The highest value is gained when systems of record and systems of engagement are brought together to deliver insight. Systems of insight (SOI) monitor and analyze what is going on with various behaviors in the systems of engagement and information being stored or transacted in the systems of record. SOIs seek new opportunities, risks, and operational behavior that needs to be reported or have action taken to optimize business outcomes. Systems of insight are at the core of the Digital Experience, which tries to derive insights from the enormous amount of data generated by automated processes and customer interactions. Systems of Insight can also provide the ability to apply analytics and rules to real-time data as it flows within, throughout, and beyond the enterprise (applications, databases, mobile, social, Internet of Things) to gain the wanted insight. Deriving this insight is a key step toward being able to make the best decisions and take the most appropriate actions. Examples of such actions are to improve the number of satisfied clients, identify clients at risk of leaving and incentivize them to stay loyal, identify patterns of risk or fraudulent behavior and take action to minimize it as early as possible, and detect patterns of behavior in operational systems and transportation that lead to failures, delays, and maintenance and take early action to minimize risks and costs. IBM® Operational Decision Manager is a decision management platform that provides capabilities that support both event-driven insight patterns, and business-rule-driven scenarios. It also can easily be used in combination with other IBM Analytics solutions, as the detailed examples will show. IBM Operational Decision Manager Advanced, along with complementary IBM software offerings that also provide capability for systems of insight, provides a way to deliver the greatest value to your customers and your business. IBM Operational Decision Manager Advanced brings together data from different sources to recognize meaningful trends and patterns. It empowers business users to define, manage, and automate repeatable operational decisions. As a result, organizations can create and shape customer-centric business moments. This IBM Redbooks® publication explains the key concepts of systems of insight and how to implement a system of insight solution with examples. It is intended for IT architects and professionals who are responsible for implementing a systems of insights solution requiring event-based context pattern detection and deterministic decision services to enhance other analytics solution components with IBM Operational Decision Manager Advanced.
