A new phenomenon of process management is starting to gain popularity in the world, as it increases the efficiency of the organizations (Brocke, Mathiassen and Rosemann 189). In this case, various tools exist to enhance various spheres of the firms functioning (Garcia, Vizcaino and Ebert 15). Nonetheless, it is apparent that many companies and specialists assess the necessity to change their regular company structure to process management (Hull, Mendling and Tai 517). A primary goal of this essay is to provide how the process management discussed in the article Experiences of Implementing Process Management: A Multiple Case Study by Palmberg can be applied in a real business case. In turn, the implementation of these management techniques is assessed with the help of the real business case, One Stop Logistics. The company was chosen, as a potential candidate for evaluation since it has some similarities with the Company A, which was presented in the article.
Firstly, the main points of the article used for the analysis have to be summarized. It is apparent that the author focuses on the implementation process of project management practices with the examples of various cases (Palmberg 93). It paid attention to three different organizations, which have different background and structure to discover the effects of the implementation of the process management model. It is apparent that Company A, which was a logistic company owned by the organization whose products they are transported , had the most positive results (Palmberg 100). Consequently, an enterprise with a similar structure is chosen as a real case example; as it is clear that this type of business will benefit the most from the implementation process.
It is apparent that a sophisticated corporation will experience fewer difficulties while implementing process management. In this case, One Stop Logistics can be used as an example, as it was just acquired by Echo Global Logistics, Inc. (Bowman par. 2). It is apparent that the purpose of the process management will be the same, as in the company A, as both parallel and functional organizations have to exist to increase the efficiency of the operations and control over the departments.
Moreover, implementation of process management principles is the most beneficial for the logistics companies, as with the introduction and development of technology it becomes a necessity in order to enhance a quality of operations (Palsaitis and Bazaras 14). Subsequently, for One Stop Logistics, process management will be beneficial and increase the effectiveness of the services. In this case, this logistic company should consider reorganization of its structure and conduct training for its workers, as it will help improve the flow of its operations and quality of the provided services.
In conclusion, it could be said that the process management appears to be a necessity in the modern world, as the control over the processes becomes a requirement. However, some companies experience difficulties while implementing the primary principles of the process management, as it is hard to adapt rapidly to the modifications. Nonetheless, this trend has a growing popularity and can be considered beneficial for the companies, which are the parts of the bigger corporations. Lastly, it is apparent that this development has a positive impact on the logistics services enhancement, as in this case, it is an essentiality to provide a continuous flow of goods and services.
Works Cited
Bowman, Robert. Third-Party Logistics Providers Are Shrinking in Number, Growing in Size. Forbes 2014.
Brocke, Vom, Lars Mathiassen and Michael Rosemann. Business Process Management. Business & Information Systems Engineering 6.4 (2014): 189. Print.
Garcia, Felix, Aurora Vizcaino and Christof Ebert. Process Management Tools. IEEE Software 28.2 (2011): 15-18. Print.
Hull, Richard, Jan Mendling and Stefan Tai. Business Process Management. Information systems 37.6 (2012): 517. Print.
Palmberg, Klara. Experiences of Implementing Process Management: A Multiple Case Study. Business Process Management Emerald 16.1 (2010): 93-113. Print.
Palsaitis, Ramunas, and Darius Bazaras. Theoretical Aspects of Logistics Training Process Management. Transport 22.1 (2007): 14-15. Print.
Every now and then, business organizations are faced with various issues that it seeks to solve. Venturing in new areas call for business organizations to develop a framework whereby, they analyse the strength and the weaknesses of undertaking a certain business decision. Such a move is coupled with so many problems that need solving. Issues have to be addressed carefully to determine whether it is a worthy venture or not (Ganaway, 2006).
In the description given, various issues have risen up; the first one is the problem of the environment. The area has a risk of facing disasters like tidal waves, and the business can be affected so much by this issue because it may lead to more added cost to the business, for example, insuring the business. Most insurance companies tend to put a higher premium for businesses that are faced by such big perils, and the resultant of this is the business spending more than anticipated in the long run.
The business may turn out to be less competitive in the long run. Kava area also faces a problem of labor. The population is also another issue that will affect the business. The fact that half the population is under the age of fifteen years means there might be a problem with both skilled and unskilled labor. The age bracket means that most of the people here are in school.
Therefore, there may be a risk in the scarcity of the labor and due to the forces of demand and supply, the demand may be higher than the supply, hence the cost of labor may turn out to be high(Ganaway, 2006). Therefore, the returns for the company face a risk of being low since the overheads are high.
The issue of communication is also arising in this context. A company relies on how much they can convince the public of their products to make a sale. The fact that the several communities in the area speak different languages means that the company might have a problem in convincing the target customers who may not understand certain languages.
Though Kaya’s community may be deemed diverse, there is also a risk of culture conflict in the area. The various communities have different cultures, which the organization needs to understand before it engages in business to prevent incidences of conflict between the various needs of these communities.
The main forces that are involved in the formulation of the problem also need to be addressed. A business enjoys efficiency from producing products that are uniform. In the underlying context, this might not be a possibility since there is a mix of ethnicity.
Different communities have various taboos and preferences. The organization may need to adjust to new products or even introduce new products that are favorable to the new communities. In turn, this may become an added cost since they may have to undergo processes like carrying research.
Age is another force that will be involved in formulating the problem. The fact that it will pose both short time and longtime effects on both the market and labor needs to be considered (Singla, 1993). On the market, it means that products that are for middle age group people may not have a market in the meantime, but will have a good available market in future. The labor is also such that there may not be good supply of labor now, but there will be overproduction of labor in future.
Environmental and disaster issues are also of effect to the problem. Presence of such factors as tsunami, tornados, fires, volcanic eruptions, HIV/AIDS, Petroleum spill, and Hurricanes are some of the factors that cab negatively affect the business. All these factors need to be addressed when coming up with the solution since they will affect the decisions made.
They form a big part of the problem since they will affect the way the organization is going to handle itself under these conditions. Acts of terrorism are also an aspect that needs consideration since they have great effects on the organization (Singla, 1993). An incident of terrorist attacks may affect the organization financially as well as the wellbeing of its personnel. It also affects the market orientation due to movement of people in the region.
There are various obstacles that will affect key stakeholders, among them being organizational and environmental obstacles. An organization seeks to have a competitive edge among the competitors in the market. Achievement of this goal is dependent on overcoming so many things in this scenario.
To start with, there needs to have an understanding of the cultures that are in this region. Understanding of these cultures means that they will be able to take care of the issues that come with these cultures, for example, the taste and preferences of these different groups of people.
The organization needs to adjust in a way that they fulfill the tastes of the individuals that are the costumer (Statt, 1999). Doing so is the only way they will achieve the goal of controlling the market. In every society, there are always regulations that need to be followed. An organization has the need to solve obstacles that come with new regulation that are governing them so that they do not face penalties that come with breaking them, as well as ensuring that their policies do not conflict with their policies.
Environmental obstacles that need to be addressed are set out by both local and international bodies. Basically, they deal with the well fare of the environment. Their main aim is ensuring that the environment is kept safe for human survival. They may include laws set by international community to prevent such issues like global warming.
An organization should make sure that they adhere to such laws since not only will they have no problems with environmental bodies, they also make the environment around safe and healthy for human living. It is also necessary to ensure that the organization operates in such an ethical manner where observances of rules are not a problem to them (North, 1994).
For a decision to be reached on whether to continue with the proposed undertaking, certain things have to be considered first. For one, the policies of the organization should be upheld to guide this process. The problems formulated should be the base on the decision to be reached, as they highlight the scenario that is in existence.
All the problems that are there need to be addressed each at a time, and maximum attention is given to the ones that pose the biggest problem. For example, in this scenario, the issue of terrorism is one problematic question because it not only affects the market, but it is also a big problem to the personnel in the organization. There is also the environment, which has one of the worst conditions that a business organization can face.
All these problems need to be quantified in monetary terms and weighed according to the prospects of sales the organization is planning to have (Jeston, 2006). Since one of the main motives of a business organization is to earn profit, profit margin should always be put in consideration. A sound solution need to be such that it incorporates all the factors and puts them to perspective, and at the end of the day earn considerable profit.
References
Ganaway, N. B. (2006). Construction business management: a guide to contracting for business success. Massachusetts: Butterworth-Heinemann .
Jeston, J. N. (2006). Business process management: practical guidelines to successful implementations. Massachusetts: Butterworth-Heinemann .
North, K. (1997). Environmental business management: an introduction. Geneva: International Labour Organization .
Singla, R. K. (1993). Business Management. New Delhi: FK Publications.
Statt, D. A. ( 1999). Concise dictionary of business management. New York: Routledge.
Agility Logistics originated in Kuwait in 1979. By the year 2004, the company was the largest logistic company in UAE. The company uses merger strategies in acquiring global brands for its competitive advantage through a provision of a seamless global network.
Agility has developed efficiency in its supply chains in a tough environment through the provision of personal and customised solutions to its customers. These approaches reflect the company’s mission and vision statements, which strive to meet the global trade challenges and use innovative systems in its supply chain.
Agility Logistics thrives on customer management and satisfaction. The company believes that its customer support department can tackle customers’ challenges and uncertainties in today’s market. Agility Logistics has established a reputable personal service as a value proposition for their customers. The company staffs assume personal responsibility for their customers’ jobs.
Agility Logistics coordinate all its supply chains through tracking systems. Management of supply chain processes in Agility Logistics has contributed to the company’s success and repeat businesses. The company’s strength lies in its concentration on areas that support a modern supply chain system, such as knowledge of emerging markets, personalised services, social responsibility and environmental sustainability, services in specialised industries, among others.
BPM concepts
Business Process Management (BPM) refers to comprehending, visibility and taking management and controlling business processes. Business processes have a long discrete chain of activities that cut across individuals, applications, business procedures and organisations. BPM concerns itself with the improvement of the organisations’ processes.
Firms that use BPM rely on a framework of prescriptive methods and tools. This framework includes information technologies (BPM Platforms) for controlling, modelling, measuring and improving methodologies such as TQM, Six Sigma and Lean for analysing and understanding applications in the processes and principles of business.
Change management and IT
Managing change in an organisation is not a simple task. The fundamental change management principle states that “things are the way they are because they got that way” (Smith 2). This means that it is essential to comprehend how current conditions evolved in order to be effective in changing the existing situation.
Changes in the onset of a BPM process create more roles and responsibilities. Therefore, organisations should be able to adapt quickly and exploit the benefits of BPM. However, IT department does not want business leaders to test a new BPM system on their own. Likewise, business department does not want to leave their IT counterparts to run their businesses.
Therefore, before an organisation starts the process of implementing BPM, there should be some established guidelines separating the roles and responsibilities of departments involved in the project. As such, is critical that business and IT department share responsibilities in the project.
Agility Logistics believe in best practices. The new roles of the executives changes with the IT. Senior executives lead large-scale BPM by interchanging roles/job rotations, where the IT executives and finance people work together to drive business-cases and approval processes.
The combination of these departments aims at aligning the company with its IT adoptions. Combination of IT language into business processes changes as more employees begin to understand the value of business. Lack of a common language between IT department and business units have been a stumbling block in implementation of BPM.
There are terms used in business units and IT departments, but they have different meanings. Leading software vendors in BPM have noted the need to focus on the business unit of the firm as an essential end user of the application. This approach enables the business team to understand IT vocabulary in a business-oriented manner.
IT professionals in the BPM have straightforward roles. They need to enhance the performances of BPM suites to work better in order to drive business goals and customers’ satisfaction. At the same, business unit must also figure out how to align themselves with IT adoption in the organisation.
Agility Logistics identified the need to improve its supply chain and operations in constantly changing world of logistics. Some of the factors that influenced the management decisions were both internal and external. The company applied deliberate, quantifiable, goal-oriented, principled and tightly scoped changes to compete globally. The company implemented changes slowly in a timely manner in its global supply chain management.
One of the core values of Agility Logistics is to be efficient and scalable. Implementation of the BPM system has enabled the company to collect complex data for decision-making logic. The rule engine enables the company to make complex decision quickly, repeatedly and reliably. Elimination of manual processes has improved efficiency to produce facts for business actions. A rule engine scales works well and linearly with increased rules and facts.
Complex interplay in logistics chain operates to influence the outcomes of crucial company’s decisions. The aim is to improve productivity and maintainability. In most cases, the decisions are difficult and seem impossible to make and implement. IT techniques in BPM look at logic separation to make the process easy and manage complex decision making processes.
IT systems in BPM have created centralised knowledge repositories. The systems facilitate knowledge-transfer and help to eliminate the loss of crucial decision-makers and other executives due to turnovers or aging employees. Therefore, the use BPM prevents crippling of business as a result of knowledge loss.
Implementing business solution
Implementation of new processes in the organisation involves several employees, facilities, organisations, capital, and materials. BPM ensures that the system and human elements involved in the process are individually and collectively integrated to avoid conflicts and frequencies of human errors.
Agility Logistics has optimised business processes through BPM. Managers have gained insights in the successful implementation of new processes and management. IT departments have learnt to take advantages of BPM conferences in order to learn new technological innovations and how implementing them can benefit the company.
BPM and new technological instruments are significant in scientific management. Agility Logistics management has moved with the current management practices. Knowledge and skills upgrade have enabled management to play a decisive function in relations to consolidating and elevating the best practices of BPM in technologies and other methods.
BPM requires that the implementation process is consultative in order to strengthen the understanding of the management team to the whole business process. Implementation processes must unite the perspectives of each member of the team to the business process in order to avoid misunderstanding and wasteful process of implementations in the company plan.
Implementation tools should capture relevant data and information on the company’s current business processes in the supply chain and logistics management practices. Modelling process must create alternatives to be able to accommodate the existing procedures and be flexible enough for existing processes. There should be a standard requirement for revision in cases of exceptions in the implementation process.
This ensures that there is vitality in BPM implementation process and the stages do not experience stifling due to rigid and dogmatic implementation required. However, the exceptions should be deemphasised. The implementation process should just focus on the required business process model.
Customer service
Agility Logistics has focused on its customer’s well-being and satisfaction through its BPM. The application of IT in its operations has led to the creation of customised products and services. For instance, Agility Logistics has used its rules in IT systems to help design customised services such as freight forwarding, specialty services like chemicals and project logistics.
This focus on the individual basis, has distinguished the company in global logistics. The company has been able to centralise the behavioural, and execution logic in its commercial processes in order to tailor its products and services to meet the demands of the ever-changing markets (Clark 198).
Organisations have realised the value of customers. Modern customers are demanding value. Markets have decreased tolerance for defects and wastes, wasted efforts and lost time, services and products that do not satisfy their needs. BPM helps the company to align itself with the demands of diverse customers and markets. Customer value occurs as a result of appropriate changes happening in processes in order to achieve desirable results. Customer satisfaction has become key in the success or failure of business ventures.
Organisations’ measurement procedures should focus on the customer, and not on the organisation. Successful companies must relate their processes through customers’ satisfactions. Measurements that look into internal company’s operation might be misleading. Measurements should focus on both internal and external processes for it to give a true account of the company’s success. The final measurement of success must measure the overall objectives of the company.
BPM must address all the common areas and understand different aspects of business processes. Agility Logistics has been able to experience robust business because of its ability to use business software in the supply chain. As a result, the company has experienced increased customer satisfaction, which has contributed to its competitive advantage in the global logistics industry.
Companies have adopted the use of software, such as supply chain management systems (SCM) and customer relationship management systems (CRM). The management has realised the basic functionality in the SCM systems and incorporated them in its resource planning systems.
There are also new challenges emerging due to ever-increasing market dynamics, which have led to the creation of dedicated supply chain management systems in most organisations. The primary aim of these software applications is to support operations, planning, and command of supply chains, which covers inventory management, warehouse, suppliers and distributors’ management, and planning demands all for the ultimate benefit and satisfaction of customers.
Implementation in the organization and outcomes
BPM focuses on the concept of organisation’s continuous improvement as its value proposition. The fundamental ability of BPM system is to improve continuously processes and get incremental return on investment (ROI) on a consistent basis. This is what defines and sets apart BPM systems from other processes of driving business improvement.
Consequently, any case of BPM must consider the iterations of processes and the value that the process will bring to the company. Companies must focus on incremental value, which will accrue overtime rather than short-term values (Menken 191).
Agility Logistics process analysis in its implementation of the BPM systems confirmed several changes needed in many areas. BPM had to consider improvements in both internal units and external partners that were part of the process. The implementation process noted that a full account of the process as it progressed through various processes was difficult to obtain. Agility Logistics have had short window of opportunities to save logistics process.
Therefore, task completion, work priorities and problem escalations were crucial for successful resolutions. The company had little data and often too late on its processes. Agility Logistics needed real-time alerts in order to save shipments and other movements. The impacts of the implementation of the current process give outstanding results. The company has been able to move its key metric of percentages on saving, which has enabled it to continue experiencing global growth and competitiveness.
Agility Logistics noted efficiency before deploying the BPM systems. Initially, the company experienced significant wastes due to manual procedures, uncoordinated hand-offs between business units, and general inability to monitor overall progress. Agility Logistics eliminated these challenges with initial deployment of a BPM solution. The company experienced benefits in terms of full-time equivalent time saved in supply chain processes.
Agility Logistics experienced the benefit of agility in implementing BPM system. Service-oriented and on-demand processes have created the concept of agility in BPM. Agility Logistics is able to change quickly on its process management. This depends on the changing needs of the customers.
The company identified the drivers of change to be both internal and external factors. Agility Logistics saw new opportunities in emerging markets, new partners and customers, which needed it to support them in different ways of conducting business. For instance, the company’s exposure to international markets must be aligned with the regulations of different countries. BPM has platforms to enable the company change its process fast and in a controlled manner.
Challenges
Change management in adoption of IT systems to support BPM must start from the top. However, some key business executives do not want to adapt to changing business environment. Therefore, organisation must identify key participants for a given process to ensure that these participants carry out changes and tasks.
IT units and business units are in constant squabble during the implementation of the BPM systems. Business units do not want IT department to experiment their procedures with their job. Likewise, IT department does not want to leave the process to business units. The point is that both departments should learn to share responsibilities.
Another challenge is the lack of common language to support both the IT and business departments. This has been a stumbling block for BPM implementations. The changing business environment and IT innovations create new terms that apply both to business and IT but with different meanings. BPM suites vendors have noted the need to incorporate business-oriented vocabulary in their applications.
Recommendations
BPM works better in an organisation where executives understand the need to share responsibilities between IT department and business units. At the same, both business units and IT department should learn the vocabularies in both environments. Business units must also create new roles to meet the challenges of technology.
Before taking any BPM initiative, a company should establish guidelines delineating responsibilities for members participating in the project. That is, both business units and IT personnel, must share responsibilities.
A company must consistently train its new recruits to learn how the entire system of BPM works. The process must ensure that the recruits master the key terms for smooth operation of the company. The recruits must also learn how to use the BPM systems to lead the company to success.
Works Cited
Clark, George J. Quality Matters: The Decade of Quality 1989-2000. London: Spire City Publishing, 2000. Print.
Menken, Ivanka. The Business Process Management Guide:Practical Methodology and Guidelines to Successful BPM Implementation and Improvement. Brisbane : Emereo Publishing, 2009. Print.
Smith, Ralph F. Business Process Management and the Balanced Scorecard: Using Processes as Strategic Drivers. New Jersey: John Wiley & Sons, 2007. Print.
Business Process Management (BPM) and Business Process Re-engineering (BPR) are both strategies used by businesses to meet their demands and goals to survive. BPM is a methodical approach of creating the processes of the organization more efficient, successful, and able to adjust to a diverse and active environment.
Usually, Business Process management serves as a connection inside the business between the Information Technology (IT) unit and line-of-business (LOB) (Maull & Tranfield, 2003, p. 561). Business Process Re-engineering (BPR) engages various changes in processes and structures inside the company setting and the entire business, human, and technological aspects can also be transformed in BPR.
Information Technology contributes greatly in activities of BPR since it offers office automation, permits the company to be executed in various locations, allows faster delivery to end users, elasticity or flexibility in manufacturing, and supports faster and automatic operation or transactions.
The difference between Business Process management and Business Process re-engineering is that BPR is a method, while BPM is system software. BPR reassess the processes applied by the business from the very basics and methodically remodels them, allowing businesses to create major developments in service, speed, and cost.
Business Process management is a notion constructed internally in a business that is permanent to control business processes (Biazzo, 2002, p. 43).
Winscribe, an international software and services company, implemented its BPM application in 2011 to help them eradicate unproductive practices among the world’s top legal firms and organizations (Rosemann, 2010, p. 201).
This company invested its BPM solution in Microsoft Infopath and SharePoint to continue its processes of eradicating unproductive practices and employ these solutions to reduce total expenses of possession, improve levels of customer receptiveness, and enhance operational competence.
This paper discusses the benefits and disadvantages of BPM and BPR, the processes of implementation, Critical Success factors, automation in companies, and the relationship between business processes and HR.
Advantages and Disadvantages of BPM and BPR
BPM creates it simple for enterprises to program their existing processes, mechanize their implementation, examine their existing performance, and create on-the-fly changes to advance the existing processes. BPM software allows the business to mechanize the work that presently being carried out manually.
Several assignments need different kinds of application process, dismissal or approval process, performance and notification reports, and BPM software can create these processes mechanical or computerized (Rosemann, 2010, p. 201).
Apart from the insufficient facts to support the alleged advantages of process management, there are facts that process management may, in some instances, be damaging to companies. This can be explained that BPM has a trend to restrict innovations and these innovations that happen through BPM are often just incremental.
This denotes that radical innovations are improbable to happen in a business applying BPM. Businesses using BPM will be less effective during stages of rapid change than businesses that do not apply BPM (Rosemann, 2010, p. 201).
The intention of Business Process Re-engineering is to support firms to identify outmoded processes, items, or employees in a firm process and promotes workers’ involvement and productivity.
The knowledge by the employees about the processes that are focused can point out flaws and provide suggestions for improvement. Firms employ process re-engineering for different motives, including reducing expenses and enhancing entire input (Rosemann, 2010, p. 201).
The drawback of BPR is that some employees may not adjust to the BPR transformations and those allocated new roles may become overpowered. Some employees can also become outdated if their key role is substituted due to the renovation of the process (Rosemann, 2010, p. 201).
Some manufacturing businesses may not benefit since they may not possess the option of reforming processes without affecting the security and quality or value of their product.
Critical Success Factors of BPM and BPR
Business Process Re-engineering often changes the manner a business operates and the higher management should be engaged in the project for the firm to function properly. Therefore, it needs leadership, finance, and resources; all three that higher management can offer to implement such changes.
The objectives of a BPR must be in proportion to the firm’s strategic target and if the firm’s goals are not similar to the goals of a BPR, output decelerates or holds back since not every party engaged in the project will have the same idea and direction (Khosrowpour, 2006, p. 51).
Re-engineering groups must be active, diverse, and somewhat small (below 10 participants) and have to include some participants who are aware of the project, some members who do not have the knowledge about the project, other from the outside the business, technology professions, and different customers (Biazzo, 2002, p. 43).
The people engaged in Business Process Management perspective are individuals and teams that constantly improve and employ their process associated understanding and expertise.
People are among the central components in the business process change because processes have to be carried out by people in the company or business. In addition, this factor may be explained by two secondary factors, these are skills, responsibilities, roles, and management of people.
Insufficient proper project management is a major challenge that companies are undergoing during the implementation of BPM. It is the area of managing, securing, organizing, and planning resources to result in the effective and efficient achievement of particular engineering project objectives and goals (Biazzo, 2002, p. 43).
The Information Technology (IT) architecture is a planned group of agreement decisions on guidelines and standards, common solutions and services, principles and policies, together with particular sell commodities employed by Information Technology providers both internal and external of the ITB (Information Technology Branch) (Khosrowpour, 2006, p. 51).
The process performance has to be evaluated accurately to classify them with the benchmarks and objectives, and select the proper process along with evaluation of the improvement.
Challenges to Successful Implementation of BPM
One key challenge experienced during implementations of BPM is the extensive scope of the majority BPM projects. BPM goes beyond organizational and technological boundaries and this brings about a higher likelihood of domestic political and territory wrangles, as well as feature creep.
Insufficient understanding about BPM has been identified as the leading barrier to adoption of BPM (Kernland, Hoeffleur and Felber, p. 2).
Building consensus over the methodology and terminology is among the major challenges since, normally, every member will be in the negotiation table with his or her personal descriptions of what a process appears like.
Instead of just making a start from a process change perspective or systems perspective, members in a Business Process Management implementation should establish a common range of conditions to make sure that they are being reliable regarding what precisely what they imply (Biazzo, 2002, p. 43).
One greatest challenge for organization trying to implement BPM is that they do not understand where to start. Insufficient visibility into business processes and inadequate understanding of the functions of the organization bring about this improbability of uncertainty.
The governing processes, which take process knowledge and preserve them, are not present or badly controlled. Other than the common challenges of change management, implementing BPM provides several barriers that are caused by misunderstandings (Kernland, Hoeffleur and Felber, p. 2).
Another challenge of implementation of BPM is the complexity of obtaining buy-in from the organization’s shareholders and the other reason is the difficulty during validation of ROI of an initiative. Some business managers do not have the enough understanding concerning BPM and the benefits to their companies (Khosrowpour, 2006, p. 51).
The Role of HR in BPM
Business process management is intended to combine the areas of Information Technology and Human Resources. BPM provides the map and sets up goals while HR offers the background to make people responsible for those implemented goals.
The business should understand the role of Human resources to bring about major success to the firm (Khosrowpour, 2006, p. 51). The firm should understand that major changes in the business process bring about changes in job description and productivity probabilities.
HR can support when choosing the changes that are important enough to a significant influence on job descriptions and may establish those performance measures that create a variation to performance appraisal. Likewise, major changes in the business processes can cause transformation in hiring of workers and will probably signify substantial change in management and regulation.
Alternatively, Human Resources Management offers the momentum and human resource structure for the successful and efficient roll-out of solutions of Business Process Management. This may be simply observed when business processes are reassessed, reformed, and realigned to attain the intentions and criteria of the firm.
While Business Process management automates, enhances, and incorporates business processes, HRM makes sure that the above are being implemented and examined by experienced workforce (Kernland, Hoeffleur and Felber, p. 3).
HR practices and roles should be used to monitor the processes and developments of the business processes to evaluate if there is a need for any strategy to be introduced or if some employees should be deployed in these areas to provide quality work.
Process Automation and Innovation
Enhancement of business process using automation is a field that Information Technology unit can create an impact, while also offering a case of competence to the other units of the company. The solution is to automate the proper kind of routine tasks to recognize new efficiencies, enhance technician output and attain a methodical approach to functions.
For instance, IT automation platform may substitute several tiresome manual internal processes that consist of updating software, executing asset management, application deployments, performing defrag, assessing passwords, and updating patches on applications of workers in the business environment, along with regulatory compliance, endpoint protection, and different applications that are most important and carried out frequently in the business (Maull & Tranfield, 2003, p. 561).
For instance, Abu Dhabi Commercial Bank implemented the use of business automation solutions and has been creating continuous investment in its Information Technology system.
Business automation solutions have helped them take a holistic and comprehensive analysis of all processes and allow continuous and total automation processes. Abu Dhabi Commercial Bank used automation process to manage Account Opening process (Khosrowpour, 2006, p. 51).
Business Process management solution has been used in the bank in several areas including card management, SMS system, and core banking System. The number of the computers or desktops that may be contained in every help desk worker punctuated the significance of the automation practiced in most businesses.
Change Management
The accountability or the role of the owner is to be the supporter for their domain all through the change management process and in that manner, all sections of the organization, regardless of how small, play a role. If there is any part or element that is invariable or stagnant in the current business, it is the need for a change within the business.
But as every firm or IT management understand all too well, a poorly controlled change may possess severe effects. This is the reason that successful management is very important to change management, particularly where Business Process Management is concerned (Biazzo, 2002, p. 43).
Some claim that implementing new strategies or ideas, such as the implementation of BPM and BPR, is a change process and it needs not just a transfer of understanding, but also instituting a dissimilar behaviour (Khosrowpour, 2006, p. 51).
Therefore, organizations must not consider the technical features of implementations, for example the growth of a new IT system to promote the change, but also regarding if individuals are still finely positioned in the organization, and if they are adequately trained to manage the change. This requires substantial time and concentration in a change process.
The implementation of Business Process management needs a complete new approach of operating in an organization and entails appearing in a different way at the organization. This is a thing that several organizations undervalue. Aged, present approach of working, and managing employees should be changed.
This request a clear change at stage of management, but it also needs change at other minor or lower organization stages.
There is a need for a change in supervision and management and both should be performed over the whole process (horizontal) instead of doing on a hierarchical background. Consideration should be provided to the process rather than maintaining the department up and running (Biazzo, 2002, p. 43).
Summary
Businesses have no option and have only an option of addressing the issues of business processes. However, they do not have an option of the way to develop and control them.
They may adopt Business Process Re-engineering and Business Process Re-engineering using passive technological approach that brings about mixture of processes that incorrectly joined with costly ERP approach, manual workforce, and point solutions; or they may use an innovative, well-organized, and rational strategy that awards major competitive advantages.
BPM provides an extremely dominant or strong rage of abilities that have an impact on almost every part of the business.
Particularly, BPM implementation success may be very challenging and difficult and possess some success factors that change continuously while the abilities and priorities are changing and those in dissimilar contextual conditions, such as project purpose, and maturity and size of organization (Maull & Tranfield, 2003, p. 561).
However, the generalization and description of the major and important critical success factors are interesting for a start.
When the company agrees to implement BPR, BPM, and process improvements, they should not just focus on the new chances and the factors that encourage effective implementation, but they should also pay attention to the limitations and restrictions.
These limitations or challenges are usually bound to the culture and practises of the organization, to protection somebody receives from getting a particular position, and to status and authority. Management should manage these challenges and dynamically manage also the factors that encourage implementation.
List of References
Biazzo, S 2002, ‘Process mapping techniques and organisational analysis’, Business Process Management Journal, vol. 8 no. 1 pp. 42-52.
Kernland, M, Hoeffleur, O & Felber, M 2008, ‘The Agility Challenge in Business Process Management’, Product Data Journal, vol. 4 no. 1, pp. 1-4.
Khosrowpour, M 2006, Cases on Information Technology And Business Process Re-engineering, Idea Group Inc (IGI), London.
Maull, R & Tranfield, D 2003, ‘Factors characterising the maturity of BPR programmes’, International Journal of Operations & Production Management, vol. 23 no. 6, pp. 597-625.
Rosemann, M 2010, Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture, Springer, Brisbane.
A few decades ago, many businesses experienced slow change or remained static due to poor management or non-visionary leadership practices. However, an enormous difference exists between the ancient and current business scenarios.
Contemporary organisations are characterised by tremendous changes due to continued innovation in the field of technology. This situation has ensured a neck-to-neck competition among various business entities.
Highly performing businesses have to adapt to the ever-shifting plans and processes that are implemented to capture new market niches.
Various changes in management orientations have led to emergence of practices such as Business Process Management (BPM), Business Process Reengineering (BPR), and Enterprise Integration (EI) among others.
This article reviews two organisational approaches that include Business Process Management and Business Process Reengineering by exploring their differences and benefits to modern enterprises.
Business Process Management (BPM) and Business Process Reengineering (BPR)
BPM is an approach that is systematically implemented in an enterprise to ensure improvement of all automated and non-automated processes. It plays a crucial role in linking together all the activities in the entity. For example, there must be a well-stipulated collaboration between the organisation, information technology, and staff.
This approach is accomplished to align the staff with varying business processes and information (Ryan, Stephen, & Wah 2009). In addition, BPM ensures that the enterprise is able to define, apply, and manage all its activities that pertain to interactions among employees and implementation of various types of applications.
This situation promotes efficient handling of the vast dynamic change procedures and processes (Ryan, Stephen, & Wah 2009).
Business process management must portray features that include modelling of methods that dictate the development and performance of various applications and integration of technologies.
For instance, the management of technological business processes demands deployment of competent personnel who can use the internet to retrieve data and display information with a view of maintaining efficient running of all processes in the organisation (Chen, Chiang, & Storey 2012; Ryan, Stephen, & Wah 2009).
BPM must also exhibit a thoroughgoing monitoring technique of various business activities. The reports of these activities must be shown promptly to ensure smooth and express flow of information (Chen, Chiang, & Storey 2012).
Most performing managers practice BPM through warranting effective re-designing, implementation, documentation, monitoring of activities, control, and measuring of any activities that are carried out.
Such managers also embrace flexibilities through the BPM cycle that includes vision, design, modelling, execution, monitoring, and optimising processes (Leymann, Roller, & Schmidt 2002). This situation ensures efficient implementation of change processes with a view of achieving organisational goals.
Various components that managers who practice BPM should consider include laying out robust platforms for modelling and implementing applications and business rules (process engineering). They should also apply proper business analysis with a view of identifying management issues, current trends, and opportunities.
Figure 1: showing sample Business Process Management with respect to Information Technology (Gulledge & Sommer 2002).
The reaction to such issues is paramount to the overall success of the organisation (Ravesteyn & Ronald 2010). Other components that have to be considered in BPM include proper handling and management of contents that pertain to proper documentation of company information.
However, modern businesses are highly advised to use electronic means for data storage. Lastly, the managers must embrace collaboration through minimisation of barriers that exist among the different departments (Ravesteyn & Ronald 2010).
The diagram above summarises how a BPM tool can be implemented in an organisation to improve its processes through integration of activities, systems, and personnel.
Business Process Reengineering
Redesigning the performance of activities in an organisation is termed as process reengineering. Many enterprises worldwide have implemented business process redesigning to suit organisational goals.
Therefore, Business Process Reengineering (BPR) is a rapid and radical change that involves restructuring various business processes or the whole enterprise with an aim of improving production, quality, and cycle time.
This process is initiated by the management through formulation of new strategies that are aimed at improving the value of the organisation to meet the consumer needs (Ryan, Stephen, & Wah 2009; Al-Mashari, Irani, & Zairi 2001).
The process of reengineering ensures that most of the unproductive aspects such as costly processes that are difficult to implement in production are eliminated. The approach encompasses the reorganisation of the operational aspects of the entity to come up with the relevant cross-functional processes.
It also includes the implementation of technology in data processing to improve communication and decision-making processes (Al-Mashari, Irani, & Zairi 2001).
However, BPR demands a proper lay out of activities that are in tandem with various factors that affect the operations of the enterprise. At the outset, a refocus must be ensured to include company values that are related to the needs of consumers.
Secondly, the processes must be redesigned using the relevant and current information technology systems to guarantee improved production and flow of activities. In addition, the business enterprise must be reshaped to capture the cross-functional and responsible teamwork based on end-to-end processes.
Other aspects that the designers must take into account include rethinking of issues that are related directly or indirectly to the organisation, workforce, and overall improvement of the business processes (Caron, Jarvenpaa, & Stoddard 1994).
Proper implementation of BPR ensures that enterprises reduce costs and cycle time. This state of affairs is achieved through redesigning the operational processes to get rid of unproductive processes and underperforming employees who implement such procedures (Caron, Jarvenpaa, & Stoddard 1994).
Various operational groups that exist in the organisation are rationalised in a way that is relevant to the required expertise to reduce aspects of management layers. This situation promotes the flow of information. It also ensures minimisation of errors during the production processes.
Other companies also practice business process reengineering to improve the quality of products through establishment of transparent and clear ownership of various organisational activities. This situation results in effective measurement of personnel performance due to efficient feedback.
Other reasons that compel business entities to embrace BPR include improving the competitive nature of the enterprise, expansion purposes, and urge to embrace current technology among others with a view of ensuring the continuance of the enterprise (Caron, Jarvenpaa, & Stoddard, 1994).
Figure 2: Sample flow chart of BPR in a company (Aguilar-Saven 2004).
Differences between BPM and BPR
Business Process Management
Business Process Reengineering
It re-implements the processes in place
It starts from scratch
Low risks are involved
There is higher risks involved
There is a continuous change
Change is done at a specific time that is suitable for redesigning processes
The time taken to implement the process is less
It takes a lot of time to implement BPR
The outcome is always continuous
The outcome is seen as drastic
There are less expenses incurred
There are more expenses incurred
The culture of the organisation is not changed
The culture of the organisation is changed
Table 1: The table shows the differences between BPM and BPR.
Advantages of Business Process Management
The primary advantage of business process management is that it enables efficient planning and alignment of organisational functions to meet the needs of the consumers.
It also ensures that the executive management provides clear directions, monitors, and measures the available resources to improve production while minimising costs that are incurred in the process (Jennings, Norman, Faratin, O’Brien, & Odgers 2000).
Implementation of the BPM also results in the improved efficiency, minimisation of errors, transparency, and accountability of processes.
This state of affairs is achieved through proper monitoring of activities and expenditures. Accurate and timely information is crucial for the management of organisational processes since it promotes opportune formulation of production decisions (Jennings et al. 2000).
Another advantage of the BPM is its ability to ensure simplicity and adherence to regulations. This state of affairs is realised through maintenance of clear records that are in tandem with the government protocols concerning the operations of the entity.
The updated records ensure cost reductions that can be incurred due to non-compliance. There is also avoidance of wastages that are related to BPM. Regular performance of BPM promotes identification of errors, wastes, and areas that result in inefficiency (Trkman 2010). It also creates safer working conditions.
Finally yet importantly, the BPM enables the management to ensure improved production through frequent learning during the operations (Trkman 2010).
Summary of BPM and BPR
From the above detailed examination of the BPM and BPR, it can be concluded that the two processes are complement each other in the realisation of organisational targets. It is clear that implementation of BPR prompts the enterprise to change its vision, value, and mission.
Therefore, organisations should scrutinise this approach in depth to ensure that the risks that are involved in its execution are covered. BPR implementation also leads to restructuring of various critical aspects of the organisation such as the cooperate culture.
This approach is different from the BPM, which allows for flexibility. BPM deals with a few processes at a given time. Furthermore, there are no risks involved in implementing BPM. However, more expenses accompany the application of BPR; hence, it increases the operational risks (Leymann, Roller, & Schmidt 2002).
Conclusion
The article has critically examined BPM and BPR processes that affect the normal operations of any organisation upon their implementation. Nonetheless, it is realised that both of the operational processes are beneficial to the organisation since they are concerned with consumer needs.
The BPM technique is more advantageous because it requires less time and cost of implementation. In addition, the strategy does not interfere with the company’s corporate culture. Its outcome is also continuous. On the other hand, the business process reengineering is perceived as expensive and time-consuming.
Nonetheless, a drastic change in performance and outcome is always expected upon its application. Therefore, managers should focus on implementing the BPM since it does not interfere with the company’s culture.
However, enterprises that require an overhaul of their organisations, a BPR technique can be beneficial, especially when the company culture, location, and values are to be changed.
References
Aguilar-Saven, R 2004, ‘Business process modeling: Review and framework’, International Journal of production economics, vol. 90 no. 2, pp. 129-49.
Al-Mashari, M, Irani, Z & Zairi, M 2001, ‘Business process reengineering: a survey of international experience’, Business Process Management Journal, vol. 7 no. 5, pp. 437-55.
Caron, J, Jarvenpaa, S & Stoddard, D 1994, ‘Business reengineering at CIGNA Corporation: experiences and lessons learned from the first five years’, Mis Quarterly, vol. 18 no. 3, pp. 233-50.
Gulledge Jr, T & Sommer, R 2002, ‘Business process management: public sector implications’, Business Process Management Journal, vol. 8 no. 4, pp. 364-76.
Jennings, N, Norman, T, Faratin, P, O’Brien, P & Odgers, B 2000, ‘Autonomous agents for business process management’, Applied Artificial Intelligence, vol. 14 no. 2, pp. 145-189.
Ko, R, Lee, S & Lee, E 2009, ‘Business process management (BPM) standards: a survey’, Business Process Management Journal, vol. 15 no. 5, pp. 744-91.
Leymann, F, Roller, D & Schmidt, M 2002, ‘Web services and business process management’, IBM systems Journal, vol. 41 no. 2, pp. 198-211.
Ravesteyn, P & Batenburg, R 2010, ‘Surveying the critical success factors of BPM-systems implementation’, Business Process Management Journal, vol. 16 no. 3, pp. 492-507.
Trkman, P 2010, ‘The critical success factors of business process management’, International Journal of Information Management, vol. 30 no. 2, pp. 125-34.
Total quality management is the organizational practice used in ascertaining that the organization meets the prerequisites of its clients. The process involves improvement of services, products and processes through a contribution from all the stake holders in the organization. On the other hand, business process management is an effort made by an organization aiming at improving its processes in a bid to satisfy their clients.
This process helps an organization serve its customers in a more effective way thereby maintaining the strong link with their clients. The specific organizational goals are carried out by both the organizational personnel and equipment. Continuous improvement is a step by step uninterrupted attempt to improve products services or even processes.
The improvements may either be made over some time or made once and for all. This process is at times referred to as a management process but this does not imply that it is carried out or executed by an organization’s management only.
The two, business process management and continuous improvement are similar in that they both target the needs of their clients. They ensure their clients get the best services and products from them to maintain their clients. By maintaining their clients they are able to survive in the market and compete fairly with others. The two also coincide in the implementation process.
All stake holders of the organization are equally involved in the process of implementing the processes. The executive management of the firm is in charge of heading the organization’s personnel in carrying out the implementation process. The two processes also aim at promoting the effectiveness of the business by adhering to the demands of their clients from the feedback they get.
They also look at improving the total quality management processes continuously. The processes help to gain high levels of customer satisfaction by improving their product and service quality and ensuring appropriate time to market speed.
The two processes also bring forth revenue and promote improved products and services through enhanced technological advancement. Both aim at mechanizing business activities through information technology with the use of manpower driven processes as they rely on resubmit obtained from the organizations clients and the various processes.
How you can use ‘Social Intelligence’ in Group/Teams
Social intelligence is the ability of human beings to relate and cooperate well with others. This may in other words be termed as the mutual relationship between different individuals. Social intelligence comprises of five different attributes which include sympathy, legitimacy, clarity, awareness and presence. Social intelligence in groups gives one a feeling of love, respect and appreciation.
People with high social intelligence within a team are seen as appealing or to contain some magnetic personality. This means that the people around them are proud of them and want to be associated with them. Contrary to this people with low social intelligence are seen as a liability and a pain in the flesh.
People don’t like to be associated with this class of people as they tend to be too obsessed to the extent that they lose self confidence and trust. Just as people think of them they too start seeing themselves as a burden to others.
When in a team people with high social intelligence tend to cover for their colleagues with low social intelligence. Many people tend to think that high intelligence is achieved naturally when one is born, however individuals with low social intelligence can improve their intelligence by working extra hard.
In a nutshell, individuals of either high or low social intelligence need to have trust and confidence in them while in groups or teams. They need to understand that intelligence can be improved through working an extra mile.
Business process management is a vital aspect in any industry and aims at improving the activities of the business practices. The specific activity or set of activities aims at accomplishing particular managerial goals within an organisation. The outcome increases the effectiveness by enhancing value to the customer, while at the same time increasing effectiveness with regard to lowering the costs incurred by the company (Burlton 2001).
The manufacturing industry incorporates strategic moves from the collection of raw materials, processing and eventually the selling of the finished product. This research report aims at evaluating the organisation structure, business processes and systems, as well as quality of Sanofi Aventis Ltd. In this regard, this report with go further and expound on the nature and forms of business organisation within the manufacturing industry with regard to Sanofi Aventis UK. Further, a demonstration of the business activities and their eventual contribution to the business processes will be discussed. Finally, the report will explain how the business processes can support each other and fit together for differing business.
With regard to the company of choice; Sanofi Aventis Ltd, it is a well reputable and widely renowned pharmaceutical industry. Sanofi- UK is a subsidiary of a multinational pharmaceutical company that aims at meeting the requirements of healthcare professionals and patients. This calls for a well formulated and managed business process to ensure the realization of excellent pharmaceutical products in the healthcare sector. One may tend to argue that pharmaceutical industries have no essence in coming up with business processes, but this report is out to enhance and enlighten on the essence of business processes as well as viable organizational structure in the pharmaceutical industry with regard to Sanofi UK. In regards to business activities such as processing consumer healthcare products, generics and animal health products, this report will evaluate such activities and their contribution to business processes.
Organisational Structure Of Sanofi Uk
The organisational structure of any company is very crucial as far as its operations and performance is concerned (Lim et al. 2010). The most crucial part of this aspect is found in the sense that it allows for clear allocation of the responsibilities for various functions and processes with regard to departments and employees (Dugdale and Lyne 2010). Sanofi Aventis Ltd. embraces an organisational structure that aims at maximizing the efficiency and success of the whole organisation in its quest to come up with the best healthcare products in the world. Sanofi UK being a subsidiary of an international organisation, holds its executive structure with high regards to ensure coordination with the mother company and other subsidiaries. Wrong organisational structures hinder the success of any business venture (Jacobides 2007). In line with this, Sanofi Aventis Ltd. has established a workable and very effective organisational structure aimed at ensuring that production and supply are enhanced to the maximum. This can be ascertained by looking at the mode of their product processing and supply.
Type of business organisation
Business organisation is very essential in ensuring strategic measures are undertaken to address uncertainty and opportunities arising as a result of the global advancement (Jacobides 2007). Issues of uncertainty in the learning of any business venture can be alleviated with proper business organisation and by coming up with effective business processes. Sanofi UK has an established business organisation taking the mode of Private Limited Company. The company is under the management of a board of directors. The management board constitutes fifteen members, eight of whom are considered independent.
The organizational structure also constitutes a corporate governance agenda that is founded on the AFEP-MEDEF code (en.sanofi.com 2012). With its combined statutes and established internal regulations made by the board of directors, the structure defines the framework within which this pharmaceutical industry implements its principles of corporate governance (en.sanofi.com 2012). The concepts of uncertainty are core in the company’s strategic management which allows the comprehension of competitive advantage as well as organisational boundaries (Lim et al. 2010). The essence of the concept with regard to Sanofi Aventis Ltd. is in the sense that, it is an industry aimed at improving the healthcare products.
The products of Sanofi UK are sold only to authorised outlets within and without the country. Pharmaceutical products are sensitive products that cannot be handled by any business person without authorisation. Basically, the distribution of drugs is done by the company’s marketing outlets notably the Sanofi-Synthelabo Ltd and Aventis Pharma Ltd (en.sanofi.com 2012)..
Structural Style and Business Process Working
The executive structure managing Sanofi UK is administered by a board of directors constituting fifteen members. The board deals with and comes up with decisions concerning all issues regarding proper management of the company and other matters concerning the board (en.sanofi.com 2012). Determination of the direction the Company takes with effective implementation of its activities lies with the board. The chairman of the board represents the subsidiary company at the international level.
The company’s organizational structure also constitutes a corporate management headed by the Chief Executive Officer. The CEO directs and represents the company with respect to third parties as per the limits of the Company in all circumstances, subject to the authority reserved by law to the board of directors, as well as to the shareholders general meeting.
Further, the company has specialists committees who are tasked with the provision of special input activities that assist the board in its decision making process, based on their experience and advice. There exist four specialist committees which include: the audit committee, the compensation committee, the appointments and governance committee and the strategy committee (en.sanofi.com 2012).
Business Processes And Systems
Product Supply To The Target Market
Sanofi is a diversified global healthcare company that engages itself in the research, development, manufacture and eventual marketing of the healthcare products. The products under sale include pharmaceuticals such as prescription drugs that are distributed by only authorised agents. This is in regard to the upholding of the legal entities safeguarding the drugs and health products use to alleviate abuse. Additional products are those related to animal health and consumer-healthcare. The supply of pharmaceutical products is a vital aspect within the industry. The supply through authorised and recognised agents ensures that the organization is aware of whom it selling its products to and thus making it easier to monitor dealers of counterfeit products. This in turn contributes to the enhancement of returns by alleviating losses via illegal trade. The pharmaceutical products are sensitive and require the adherence to the set laws and regulations within the healthcare sector. Sanofi Group of companies is well established in the UK and conducts it business activities through its subsidiaries Sanofi-Synthelabo Ltd and Aventis Pharma Ltd.
Integration Of The Business Process Management And Probable Recommendations
Business process management boasts its success with proper implementation and the eventual realisation of products that meets not only the specifications of the consumer, but also one that fits the needs to the highest standards (Smart et al. 2008). Sanofi UK works at a UK – specific approach; this arises as a result of health policies and practices varying form nation to nation. This company thereby adopts a regional approach whereby the sales and marketing operations are organized and constituted with new functions that end up connecting effectively wit local institutions and administrations. This would appear quite critical in the profit making business, but in reality, every organiasation ought to follow the required and ascertained channel to the achieving of its target goals (Dumas et al. 2008). Sanofi UK realise the above by working closely with the healthcare professionals, administrators and managers at all levels in the NHS and patient association all over the country.
Corporate responsibility has entrenched deeply into Sanofi UK and has become part of its core system. For the effectiveness and efficiency of the business undertaking of Sanofi UK, corporate social responsibility is enhanced in the company to ensure that every activity undertaken promotes social progress as well as economic development (Dugdale and Lyne 2010). Further, improve the physical performance of the environment, while at the same time supporting patients ethically and responsibly.
Sanofi encompasses the patients at the centre of the company’s business activities. In addition to their work of meeting the needs of healthcare professionals and patients, they have been at the fore front in supporting charities, education initiatives and patient groups. Through their acts of service, they also participate in the setting up of healthcare facilities that ensures the delivery of quality health service. Further, they distribute prescription drugs to health facilities in rural areas and thus contribute in the improvement of the healthcare of the community. They have also invested considerably in reduction of carbon footprint, mainly by reducing water consumption and waste recycling and investing in energy efficient technologies (en.sanofi.com 2012). This ensures that they contribute positively to the environment not just regarding production of pharmaceuticals, but also, through the creation of a better and conducive environment for life sustenance (Dumas et al. 2008). This enhances the name of Sanofi and thus its products get to be known through the acts charity and the improvement of the environment.
The company also incorporates research and development strategy on innovations and technologies. This enables that any unmet medical condition is responded to and adherently. Pharmaceutical products being processed for healthcare purposes need thorough research to ascertain their viability in the systems of humans and animals. The company has initiated an estimated 55 projects incorporating biotechnology products and vaccines to improve on products processing.
Companies work extensively to achieve the best by adapting their business processes to the ever changing market dynamics (Lim et al. 2010). The business processes that are adaptive are very crucial top the organisation as they ensure sustenance of market base and capacity. There is greater need for frameworks and techniques that are viable, and support Business Process Management System. This culminates to the harnessing of multi-organisational, as well as individual resources for business processes in the realization of success in the industry (Dugdale and Lyne 2010).
The process of executing a business process ought to ensure that resources used and products produced comply with certain set standards thereby, Sanofi UK ensures adherence to World Health Organisation measures. Sanofi UK’s main aim relates to the production of products that focus on globally meeting the patients’ specific needs. This is achieved by taking a holistic approach towards patient care. Additionally, the company’s products include those required during the different treatment stages and methods. This acts as a key move in establishing technologies and services that enhance effectiveness during treatment and that improve the quality of life for patients.
The effective organization of Sanofi UK can effectively be improved with regard to processing and marketing. This can be ensured by setting up an institution within Sanofi Aventis in the global arena to train the staff at regular intervals with regards to upcoming processing and management strategies. Further, the integration of technological processing in the processing plants will ensure that the required standards are met as per the pharmacology set requirements. This is in line with the realization of perfect pharmaceutical products that meet the set standards. Further, inclusion of IT in all sectors of the organization will enhance the carrying out of excellent business process management (Nakagawa 2004).
Key Areas Of Quality
In the production industry, every organisation aims at producing quality products that meet the standards sets as well as satisfy the needs of the consumer. Sanofi UK dealing with healthcare products ensures that its quality with regard to its products, the processes or methods employed in the production and eventually the marketing processes. This ensures an all round quality chain of processes; from manufacturing to the last stage of delivery to target market. The section that follows aims at evaluating the key areas of quality: product, process and marketing with regard to Sanofi UK. Perfect adherence to key areas of quality ensures that, the eventual returns realized are robust and the cost of production reduced considerably (Weske 2007).
Product
Sanofi products essentially call for high standards of quality. Their product quality is the fundamental quality that allows the public realise excellent healthcare; owing to the fact that healthcare products calls for enhanced safety and quality measures. This is ensured by following high quality alliances and employing high level of expertise to ensure that the products meet the required quality standard. This is made a reality through the research and development platform that also enhances future innovation. The products manufactured by Sanofi are bound for scrutiny by international health organizations to ensure they incorporate chemical components that are not harmful to the lives of humans and animals being targeted by the product. The standards to be ensured are as per the set standards of pharmacology products. This ensures that the chemical aspect of the products is not poisonous to the target market.
Processes
Quality through process is ensured by federating skills within networks of scientific excellence. With the initiative of building world class discovery, research and development; Sanofi UK aims at improving future innovations and realise products of more quality. The processes followed as well as the subjects controlling or supervising the manufacturing ought to meet the set standard rules and regulations. This is in regard to ensuring that the final product falls in the recommended quality level of the intended finished product with regard to pharmacological standards.
Sanofi UK ensures product quality by employing new and up to date technological processes while at the same time training its production personnel with the up to date set and target standards. Further, through the process of staff development, Sanofi has differentiated employees skills of performance that has culminated into ensuring quality standards are realised. This has been through the training and inclusion of IT and advanced processing technology that ensures up to standard and high quality performance.
Marketing
The best marketing practices are core to the success of any organization. At Sanofi UK, this means giving customers the kind of care that exceeds their expectations. This is ensured by the delivery of perfect healthcare products through their established marketing and delivery departments. In the current complex environment, any industrial field ought to continually ensure that its marketing strategies are the leading to ensure it remains at the helm of making considerable returns. Sanofi UK ensures quality of its marketing by incorporating a given body of the company to conduct the marketing strategies as well as the marketing process. This is very critical and at the same time very essential in the realization of differentiated standards of marketing. With well designed marketing programs, they yield great benefits to the company as more sales are realized and thus, the cycle of the whole process from processing to consumption becomes a success.
Conclusion
Business process management is one aspect that ensures the crucial realisation of success in any business venture. Through proper organization structures that ensure visionary and well designed business activities any organization realizes success that is aspired and emulated. With Sanofi UK, the business process management of enhancing production within the pharmaceutical industry can be attributed to its well organized business structure. Having roots with international companies have made Sanofi UK establish workable and sustained processes that take into consideration customers from all over the world (Schubert et al 2006).
With effective business process management, every organization is bound to achieve the best in the field of operation. It only calls for adherence to the set guidelines and focus unto theintended goals as per the mission and design of the business process. Sanofi UK has been able to realize great success through its corporate and social obligations bestowed upon the management teams; which ensures that every aspect of it is implemented and the goals achieved.
References
Burlton, R., 2001. Effective Business Change Through Process Management: Strategies and Archtechture for Integrated Change. Web.
Dugdale, D. and Lyne, S., 2010. Budgeting Practice and Organisational Structure. 1st ed. Oxford: CIMA Publishing.
Dumas, M., Reichert, M. and Shan, M., 2008. (Ed) Business Process Management. 6th International Conference, BPM 2008, Milan, Italy. Vol. 5240.
Jacobides, M., 2007. The Inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near- war. Organisation Science, Vol. 18(3). p. 455-477.
Lim, M., Griffins, G. and Sambrook, S., 2010. Organisational Structure for the Twenty First Century. Presented at the annual meeting of The Institute for Research and The Management Sciences , Austin.
Nakagawa, M., 2004. Business Process mManagement with We-Service Integration Technology. FUJISTU Sci,. Tech. Journal. Vol. 40(1) p. 17-21.
Schubert, P., Guiver, T., MacDonald, R. and Yu, F., 2006. Using Quality Measures to Manage Statistical Risks in Business Surveys. Proceedings of O2006 European Conference on Quality in Survey Statistics. Web.
Smart, P., Maddern, H. and Maqull, R., 2008. Understanding Business Process Management: Implications for Theory and Practice. British journal of Management.
Weske, M., 2007. Business Process Management. Berlin:Sphinger Verlag.
A new phenomenon of process management is starting to gain popularity in the world, as it increases the efficiency of the organizations (Brocke, Mathiassen and Rosemann 189). In this case, various tools exist to enhance various spheres of the firm’s functioning (Garcia, Vizcaino and Ebert 15). Nonetheless, it is apparent that many companies and specialists assess the necessity to change their regular company structure to process management (Hull, Mendling and Tai 517). A primary goal of this essay is to provide how the process management discussed in the article Experiences of Implementing Process Management: A Multiple Case Study by Palmberg can be applied in a real business case. In turn, the implementation of these management techniques is assessed with the help of the real business case, One Stop Logistics. The company was chosen, as a potential candidate for evaluation since it has some similarities with the Company A, which was presented in the article.
Firstly, the main points of the article used for the analysis have to be summarized. It is apparent that the author focuses on the implementation process of project management practices with the examples of various cases (Palmberg 93). It paid attention to three different organizations, which have different background and structure to discover the effects of the implementation of the process management model. It is apparent that Company A, which was “a logistic company owned by the organization whose products they are transported”, had the most positive results (Palmberg 100). Consequently, an enterprise with a similar structure is chosen as a real case example; as it is clear that this type of business will benefit the most from the implementation process.
It is apparent that a sophisticated corporation will experience fewer difficulties while implementing process management. In this case, One Stop Logistics can be used as an example, as it was just acquired by Echo Global Logistics, Inc. (Bowman par. 2). It is apparent that the purpose of the process management will be the same, as in the company A, as both parallel and functional organizations have to exist to increase the efficiency of the operations and control over the departments.
Moreover, implementation of process management principles is the most beneficial for the logistics companies, as with the introduction and development of technology it becomes a necessity in order to enhance a quality of operations (Palsaitis and Bazaras 14). Subsequently, for One Stop Logistics, process management will be beneficial and increase the effectiveness of the services. In this case, this logistic company should consider reorganization of its structure and conduct training for its workers, as it will help improve the flow of its operations and quality of the provided services.
In conclusion, it could be said that the process management appears to be a necessity in the modern world, as the control over the processes becomes a requirement. However, some companies experience difficulties while implementing the primary principles of the process management, as it is hard to adapt rapidly to the modifications. Nonetheless, this trend has a growing popularity and can be considered beneficial for the companies, which are the parts of the bigger corporations. Lastly, it is apparent that this development has a positive impact on the logistics’ services enhancement, as in this case, it is an essentiality to provide a continuous flow of goods and services.
Works Cited
Bowman, Robert. “Third-Party Logistics Providers Are Shrinking in Number, Growing in Size.” Forbes 2014.
Brocke, Vom, Lars Mathiassen and Michael Rosemann. “Business Process Management.” Business & Information Systems Engineering 6.4 (2014): 189. Print.
Hull, Richard, Jan Mendling and Stefan Tai. “Business Process Management.” Information systems 37.6 (2012): 517. Print.
Palmberg, Klara. “Experiences of Implementing Process Management: A Multiple Case Study.” Business Process Management Emerald 16.1 (2010): 93-113. Print.
Palsaitis, Ramunas, and Darius Bazaras. “Theoretical Aspects of Logistics Training Process Management.” Transport 22.1 (2007): 14-15. Print.
The papers chosen for comparison are “BPM for Change Management: Two Process Diagnosis Techniques” written by de Pádua, da Costa, Segatto, de Souza Júnior, and Jabbour (2014) and “A Process Model of Managing Organizational Change during Business Process Redesign” by Sikdar and Payyazhi (2014). They both consider ways to change management within companies and disclose possible ways of introducing new techniques for implementing these methods. The articles have some similarities and differences concerning the measures and techniques of change management.
The article written by de Pádua et al. (2014) aims to compare the results from applying two diagnostic techniques, using the target audience for the experiment. The participants of this test were two groups that analyzed certain methods independently of each other. The paper written by Sikdar and Payyazhi (2014) includes the justification of the problem from a scientific point of view and considers a special model for change management. In the first case, the approach is experimental, and in the second, it is theoretical.
Concerning change management measures, the authors of the first article use a behavioral factor, expecting to see the result of the reaction of the target audience to changes. In the second article, the authors use a combination approach as their goal is to compare two techniques for improving management. Both papers are similar in that each applies a scientific approach to the implementation of the task. They differ in the way to achieve the goal and, as well as the focus on the problem.
De Pádua et al. (2014) use the stated practices based on the fact that their techniques can be considered as additional measures, since neither modeling nor CRT (“current reality tree”) is the dominant method, and neither technique can exclude the importance of using the other. Therefore, the stages of their realization do not depend on the order of implementation. Sikdar and Payyazhi (2014) introduce their management plan through successive stages of workflow reorganization. According to Jeston and Nelis (2014), BPM projects may be implemented by various means. Thus, the difference between the two articles is in the framework of change management used and the steps of its introduction.
Practical Implications
Both articles can have practical significance in case of their implementation. The contribution of the research conducted by Pádua et al. (2014) is quite obvious. The study helps to consider two methods that are rather favorable and reasonable. In the field of management, the results of this study can help both in diagnosing the existing management course of the company and in introducing a new technique. For me, as for a practitioner, this work could have significance, since the results of the research make it clear that employees are not limited to one course of work, and they have an opportunity to go in a direction that is convenient for them.
As for the study conducted by Sikdar and Payyazhi (2014), the results of their research can simplify the process of change management and facilitate the task for both leadership and executive bodies. Muthalagu (2017) remarks the use of BPM; he notes that this process may help to achieve a quality assessment of the standardization of a particular company’s work. It means that all organizational changes during the implementation of the business process will be quite quick and fruitful.
From the position of a manager, I would try to take into account the data of this study and consider the fact that there is no need to get a large target group involved in the testing of this technique. As a practitioner, it would also be convenient for me to work on such a scheme as the acceleration of the activity of personnel, in my opinion, is an indicator of a successful operation of a manager. Consequently, the efficiency of work will increase, while the introduction will not take a long time.
Conclusions
Despite the fact that BPM is a rather topical discipline, it is necessary to observe some additional factors for its full and favorable introduction (Rosemann & vom Brocke, 2015). It means that the implementation of a particular business program may require the involvement of not only managers but also an experimental target group, as it is shown in the article by Pádua et al. (2014). Therefore, the quality of work performed depends on the willingness of its participants to help program developers with the implementation process and rapid realization.
Hammer (2014) claims that BPM is a comprehensive and advanced system for managing organizational operations. Accordingly, it probably takes quite a lot of time for its high-quality implementation. Nevertheless, Sikdar and Payyazhi (2014) have proved that the successful application of this technique in practice does not require either long development and implementation, or numerous working resources. All operations can be performed within one company without involving third-party specialists. Employees with sufficient skill level can take part in change management and contribute to the improvement of work.
Thus, the successful implementation of the process of improving the management system is quite an up-to-date and current discipline. It is enough to think strategically and implement one of the possible ideas to achieve a good result. Various studies of many scientists can help build a course program. In the process of introduction, it is important to focus on the interests of a particular company and work on what will be most beneficial for it.
References
De Pádua, S. I. D., da Costa, J. M. H., Segatto, M., de Souza Júnior, M. A., & Jabbour, C. J. C. (2014). BPM for change management: Two process diagnosis techniques. Business Process Management Journal, 20(2), 247-271.
Hammer, M. (2015). What is business process management? In J. vom Brocke & M. Rosemann (Eds.), Handbook on Business Process Management 1 (pp. 3-16). Berlin, Germany: Springer.
Jeston, J., & Nelis, J. (2014). Business process management (3rd ed.). New York, NY: Routledge.
Muthalagu, I. (2017). Data modeling for engineering change management processes in engineering industries. International Journal of Computer Engineering & Technology, 8(1), 3-24.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.), Handbook on business process management 1 (pp. 105-122). Berlin, Germany: Springer.
Sikdar, A., & Payyazhi, J. (2014). A process model of managing organizational change during business process redesign. Business Process Management Journal, 20(6), 971-998.
This paper addresses the topic of implementation of BPM (business process management) in an organization, and the alignment of BPM with an organizational strategy of the firm. Four peer-reviewed journal articles are critically analyzed; practical implications based on these articles are made, as well as several conclusions about the implementation of BPM.
Critical Analysis
Defining and Formulating Organizational Strategy
According to the model described by dos Santos Rocha et al. (2015), and organizational strategy is formulated before adopting a certain framework for business process management. In this case, BPM most often starts being implemented because of certain aspects of the business work in a suboptimal manner. On the other hand, it is stated that BPM can be used together with a service-oriented architecture, which requires coordination of several business processes and IT. In particular, the approach that authors offer, DynPL4BPM – “Dynamic Product Line for Business Process Management” (dos Santos Rocha et al. 2015, p. 1225), requires the integration of BPM, dynamic product lines, and service-oriented architecture to be implemented properly.
At the same time, the model offered by Margherita (2014) requires that the strategy of the business is formulated along with several other aspects of the enterprise’s activity, such as creating the model of the business and adoption of a system of execution of decisions. The author proposes to utilize BPMS (business process management systems), which are not just software platforms or structured methodologies of enhancement; they are, however, organizational architecture, which, therefore, requires that the organizational strategy is at least adjusted to them (Margherita 2014).
Simultaneously, in their article, vom Brocke et al. (2014) offer a framework for creating and implementing certain BPMs. It is stressed that to effectively implement BPMs, it is crucial to “support the right planning and coordination of BPM initiatives at a strategic level” (vom Brocke et al. 2014, p. 532). Therefore, the authors argue that BPM should be considered and selected while creating a business strategy and not after that. However, it is highlighted that currently, the principles on which such planning and coordination should be carried out are unclear due to the lack of research (vom Brocke et al. 2014).
On the other hand, it is worth pointing out that according to Segatto, de Padua, and Martinelli (2013, pp. 704-705), BPM is usually concentrated on improving the effectiveness of an organization by working as a part of a “feedback cycle,” which permits for complying with organizational strategies and obtaining the expected levels of performance. Thus, BPM is utilized to align the activity of the firm with its organizational strategy but does not become a part of the process of organizational strategy creation.
Therefore, dos Santos Rocha et al. (2015) state that organizational strategy is created before deciding which BPM to use; Segatto, de Padua, and Martinelli (2013) also argue that BPM is used to adjust the business processes to the strategy adopted by the business, thus becoming a part of a “feedback cycle.” Margherita (2014), on the other hand, suggests that the implementation of BPMS is tied to the organizational architecture, which needs to agree with the organizational strategy. However, according to vom Brocke et al. (2014), the strategy of an enterprise should be formulated along with BPM to ensure that these two elements are properly aligned.
Integrating BPM with Organizational Strategy
As it was seen, dos Santos Rocha et al. (2015) state that an organizational strategy is created first, and BPM is implemented after that in a business. This results in the need to consider organizational strategies carefully to select one which is most appropriate for the stated goals. The concrete approach offered by the authors, DynPL4BPM, requires that dynamic product lines and service-oriented architecture are merged with BPM to achieve the best results. Therefore, it might be possible to state that DynPL4BPM requires that a business strategy at least permits for the use of dynamic product lines and service-oriented architecture, or, best of all, already utilizes these to a certain degree.
At the same time, because Segatto, de Padua, and Martinelli (2013) believe that BPM should be employed to provide feedback between the elements of the business, it is also clear that while utilizing their approach to choosing a particular BPM for an organization, it is crucial to take into account the peculiarities of both the organizational strategy and the existing processes to allow the selected BPM to efficaciously make them agree. The organizational strategy that was adopted in business ought to permit the chosen BPM to “recogni[ze] the existence of a pattern or a common purpose between the parts” (Segatto, de Padua, & Martinelli 2013, p. 710); therefore, the business strategy works as the provider of a goal to which the organization is supposed to move, and the BPM is a systematic way to make the business processes taking place in that enterprise to be aimed at that goal.
Simultaneously, the approach to BPM described by Margherita (2014) suggests that the BPM systems need to be integrated with the organizational architecture, which, in turn, is aligned with the organizational strategy. Importantly, BPM as a system includes the “process strategy subsystem” (Margherita 2014, p. 648) which links the set of the business processes taking place in an enterprise and its overall organizational goals. Therefore, in this model, BPM as a system is integrated with the organizational strategy via one of its subsystems.
Finally, vom Brocke et al. (2014) offer to select the BPM for an enterprise while formulating the organizational strategy of the latter. This permits for both careful considerations of an adequate strategy and for selecting a BPM that would maximally agree with that strategy.
Therefore, according to dos Santos Rocha et al. (2015), BPM is integrated after the formulation of a strategy; but in this case, it is needed to choose such a BPM that would agree with the existing structure of the firm and the processes which take place in it. Segatto, de Padua, and Martinelli (2013) also argue that BPM should be chosen by the existing organizational strategy and the business processes; the organizational strategy is supposed to serve as a provider of a common goal at which the particular processes need to be directed. Margherita (2014), however, links BPM with the organizational strategy by proposing such a BPM that includes the process strategy subsystem as its element through which BPM is agreed with the existing business strategy. And, on the contrary, vom Brocke et al. (2014) propose that BPM is selected at the stage of the formulation of the organizational strategy, which allows for the maximal alignment of the two.
Practical Implications
It is the responsibility of a manager to see to it that an appropriate BPM system is selected and implemented in an organization (vom Brocke & Rosemann 2015). The described approaches to BPM can be utilized in different organizations depending on the current state of the organization; different firms might require different approaches (Weske 2012). The approach offered by dos Santos Rocha et al. (2015) is best employed in a situation when an enterprise is currently existing and operational, and already has a formulated organizational strategy, but requires a certain boost or needs to comply with the conditions imposed by the contemporary competitive market (Plenkiewicz 2010) because the processes taking place in it are not well-aligned, and a BPM approach has not been selected so far. In this case, it is crucial to make sure that the BPM to be selected fits the specific organizational strategy existing in the firm, and is effective in coordinating the processes in the particular structure existing in the enterprise.
The recommendations of Segatto, de Padua, and Martinelli (2013) should also be taken into account; it is paramount that the chosen BPM permits for creating an effective system of providing feedback to the executives of particular business processes by the management of the enterprise and ensuring that they work as a part of a system that is directed at a particular goal which is set by the organizational strategy. The approach offered by Margherita (2014) should also be utilized in a company that has an existing organizational strategy, but this strategy needs to be able to be merged with BPM by providing the basis for the process strategy subsystem of BPM. For the management of a company, the organizational strategy will serve as a provider of a goal, whereas the BPM will play the role of a means for achieving it.
On the other hand, the recommendations made by vom Brocke et al. (2014) are perhaps best to be used in a relatively young organization, or in one that currently undergoes the process of change (such as a merger). In these cases, the managers and/or owners of the business might need to formulate or adjust the organizational strategy of the company to ensure its efficiency (Lehmann 2012) and to define the direction in which the firm needs to move (Dumas et al. 2013). According to vom Brocke et al. (2014), the BPM should be selected at the stage of creating the organizational strategy, and the strategy might need to be adjusted to the goals which are possible to achieve by employing this particular strategy. Therefore, managers should strive to achieve mutual alignment while creating the organizational strategy and formulating a BPM to be used in the enterprise.
Conclusions
Therefore, the discussed articles provide recommendations about the implementation of BPM in an organization. Based on these articles, it is possible to conclude that the choice of BPM to be utilized in an enterprise should depend not only on the currently existing structure of a business but also on the organizational strategy and the goals set by it. Also, because an effective BPM may allow for a significant improvement of the output of the company, efficacious BPMs should be implemented in companies from the very beginning, and adjustments might need to be made to both the used BPM and the organizational strategy in this case; however, if no effective BPM is implemented in a given business, it is paramount to select such a BPM that would allow for a maximal degree of achieving the goals of the enterprise.
Reference List
Dos Santos Rocha, R, Fantinato, M, Thom, LH, & Eler, MM 2015, ‘Dynamic product line for business process management’, Business Process Management Journal, vol. 21, no. 6, pp. 1224-1256.
Dumas, M, La Rosa, M, Mendling, J, & Reijers, H 2013, Fundamentals of business process management, Springer-Verlag, Berlin, Germany.
Lehmann, CF 2012, Strategy and business process management: techniques for improving execution, adaptability, and consistency, Taylor & Francis Group, Broken Sound Parkway, FL.
Margherita, A 2014, ‘Business process management system and activities: two integrative definitions to build an operational body of knowledge’, Business Process Management Journal, vol. 20, no. 5, pp. 642-662.
Plenkiewicz, P 2010, The executive guide to business process management, iUniverse, Bloomington, IN.
Segatto, M, de Padua, SI, & Martinelli, DP 2013, ‘Business process management: a systemic approach?’, Business Process Management Journal, vol. 19, no. 4, pp. 698-714.
Vom Brocke, J, & Rosemann, M 2015, Handbook on business process management 1: introduction, methods, and information systems, 2nd edn, Springer-Verlag, Berlin, Germany.
Vom Brocke, J, Schmiedel, T, Recker, J, Trkman, P, & Mertens, W 2014, ‘Ten principles of good business process management’, Business Process Management Journal, vol. 20, no. 4, pp. 530-548.
Weske, M 2012, Business process management: concepts, languages, architectures, 2nd edn, Springer-Verlag, Berlin, Germany.
