DESIGNING EFFECTIVE BUSINESS PROCESSES : INTRODUCTION

Transcript

1 DESIGNING EFFECTIVE BUSINESS PROCESSES : INTRODUCTION What is a business process Business processes and business services Design of business processes Review questions

2 What is a business process? P = (C, R, A, S, O) C = Customer = a process serves at least a customer which receives the result in response to his or her request ; R = Request = a process is started by at least one request issued by a customer; A = Activities = a process includes a sequence of activities (i.e. a series of activities connected each other) that are performed by one or more organizations; S = Organizations = organizations group the actors involved in the process; O = Output = the output is made of the results delivered to the customer; the output can be material and/or immaterial and it can consist of products and/or services. Request Customer S 1 S 2 S 3 A1 A3 A4 A2 Business Process Output 2

3 CRASO profile of Manufacturing business processes Industry Manufacturing / automotive Business Process Development of new model Customer of the process A corporation Request that triggers the process Management decision / marketing specs Activities performed in the process (summary) Design, Prototype, Test Organizations involved in the process (summary) Design Dpt, Marketing Dpt, Manufacturing Dpt Output (summary) New car model Manufacturing / automotive Manufacturing / automotive Manufacturing / automotive Procurement A corporation Response to customer (order fulfilling) After -Sale- Customer- Service / emergency recovery Supply order Order-Entry, Orderfulfilment, Supplydelivery Customer Order a car Dealer Order- Entry, Orderallocation and scheduling, Car assignment, Car shipment and transportation, Car delivery to Individual driver Emergency request by phone the customer Collect request, Send recovery vehicle, Repair Customer Organization, Supplier Order Dpt, Suppliershipment Customer, Dealer, Sales Office, Manufacturing, Logistic Services Customer, Manufacturer Call Centre, Recovery Service, Repair Shop Supply accepted or discarded Supply accepted or discarded Car repaired 3

4 CRASO profile of Telco business processes Industry Business Process Telecommunications Buying an Internet connection Telecommunications Buying a Virtual Network Telecommunications Claims processing Customer of the process Request that triggers the process Activities performed in the process (summary) Consumer Request Order entry, Order allocation, Connection setup, Connection activation, Billing updating Organization Specification Spec refinement, Order entry, Order allocation, Supply chain management, Network activation, Billing set-up A customer (organization or individual consumer) Claim (phone call, paper, web) Claim entry, Claim analysis, Claim solution, Reply to the customer Organizations involved in the process (summary) Customer, Phone company, Third part workforce Customer, Phone company, Third part workforce Customer, Phone company Output (summary) Connection activated Connection activated Claim solved 4

5 CRASO profile of Service business processes Industry Banking Banking /ATM (Automatic Teller Machine) Business Process Mortgage Loans / Consumer Cash advance Retail / e-commerce Buying a book on Amazon Customer of the process Individuals and families Customer of a bank Request that triggers the process Application for a mortgage loan Cash advance Activities performed in the process (summary) Request entry, Credit check, Risk Check, Authorization Customer request, Identity control, Credit Control, Cash delivery Customer Order Order & Payment processing, Picking and packing, Transportation & Delivery Airlines Travelling Customer Travel request (reservation) Reservation & payment, Check-in, Travel, Disembark Organizations involved in the process (summary) Customer, Bank front office (receives the request), Bank management (decide on request) Customer, Cash delivery bank, Bank of the customer Customer, Amazon, Bookshop, Logistic organization (e.g. UPS) Customer, Travel agencies, Airlines, Airports, Output (summary) Authorization or denial information Cash delivery, Receipt, Information Book delivered to the customer Travel 5

6 CRASO profile of Public business processes Industry University Health Care Government Business Process Student admission Health check-up Building authorization Customer of the process Candidate student Citizen Citizen Request that triggers the process Application by a student Request of a visit Request for building authorization Activities performed in the process (summary) Application screening, Test administration and evaluation, Ranking, Communication to the student Doctor s visit and prescription, reservation, ticket payment, execution, delivery of check-up outcomes Application by citizen, Evidence check-up, Analysis of the request against plans & regulation, Communication to the citizen Organizations involved in the process (summary) Student, University Patient, Doctor, Call centre (reservation), National care authority (receives the ticket), Bank, Lab (performs check-up) Citizen, Local government (Municipality), Regional authorities (for Health, for Environment etc.) Output (summary) Decision (communication to the student) Check-up outcomes, Information t5o the doctor Communication to the citizen 6

7 CRASO profile of Corporate (support) business processes Industry Corporations Corporations Corporations Corporations Business Process Quarterly reporting to stakeholders Recruiting personnel Information systems development Corporate computer network operation Customer of the process Stakeholder Communities (Shareholders, Government, Authorities, Financial Analysts) Corporate Departments Corporate Departments Corporate Departments Request that triggers the process Regulated request Personnel planned requirements & individual requests Request of a new system or of a modification Service agreement Activities performed in the process (summary) Collect data, Process & edit information, Present information Information gathering, Interviewing, Screening, Selecting, Hiring Analysis, Development, Testing Planning, performing the service, monitoring performances Organizations involved in the process (summary) Stakeholders, Legal Dpt of the corporations Dpt of Human Resources, Third Part Work Agencies User Dpts, Information dpt, External suppliers User Dpts, Information dpt, External suppliers Output (summary) Quarterly Report, Presentations Personnel recruited Tested systems Service to users 7

8 Graphical representation of a CRASO profile Supplier Order Dpt Supplier Shipment Order-entry Supplyorder Supply/ delivery Supply delivered Order-fulfilment Industry Business Process Customer Request that triggers the process Activities performed in the process (summary) Organizations involved in the process (summary) Output (summary) A corporation Manufacturing Order to a supplier of raw materials Supply order Order-Entry, Orderfulfilment, Supplydelivery Customer Oganization, Supplier Order Dpt, Supplier-shipment Supply accepted or discarded 8

9 INCIDENT 1 Select a business process from the list and model graphically its CRASO profile 1. Development of new model 2. Procurement 3. Response to customer (order fulfilling) 4. After -Sale-Customer 5. Service / emergency recovery 6. Buying an Internet connection 7. Buying a Virtual Network 8. Phone customer claims processing 9. Mortgage loans / Consumer 10. Cash advance 11. Buying a book on Amazon 12. Travelling 13. Student admission 14. Health check-up 15. Building authorization 16. Quarterly reporting to stakeholders 17. Recruiting personnel 18. Information systems development 19. Corporate computer network operation 9

10 Business processes versus IT processes Request Customer S 1 S 2 S 3 A1 A3 A4 A2 Business Process Output IT Processes: The Customer C is an IT process (the request is made by an IT process); The request R typically refers to a computerized service such as a specific computer process execution or information; Activities, therefore, are performed by computer systems or some combination of technology. Business Process. The Customer C is a human being; The request R is made by the Customer; Activities are performed by whatever combination of human beings and technology, ranging from a total human execution to a total automated execution. 10

11 Business processes versus IT processes : ATM Business process Human customer s request Computerized execution and delivery. IT process : computerized execution, collect request data verify the identity of the customer verifying the balance of the customer, finalizing the output cash advance requested by the customer denial message. 11

12 DESIGNING EFFECTIVE BUSINESS PROCESSES : INTRODUCTION What is a business process Business processes and business services Design of business processes Review questions

13 What is a service? Service = a performance by which something is delivered to someone. Business service = an action ( a class of actions) performed by one or more organizations for the benefit of one or many users. single individuals, class of individuals, single organizations class of organizations. S = (P, V) S = business service; P = the action performed that makes the service e.g. to repair a car; V = value associated to the service by the user who receives the service. A business process produces one or more services. 13

14 Business services and IT services Business service is a service delivered within the human society. Cash advance Healthcare Consulting and similar case are business service as well. IT service is a service that a computer software delivers to another software. Identification of the customer in the ATM case: the software of the bank that is processing the request of cash advance is using the information service of another bank that reports the balance of the customer s checking account. 14

15 Services and business processes In organizations, business processes can be a lot. Each service requires at least a business process Banks or a municipalities run hundreds of business processes. The same service can be delivered by multiple processes Many to many relation between business processes BP and services S: BP :: S E.g. mortgage loans: Amount classes under , ,00 to ,00 over ,00 Customer classes private customers small offices, craftsmen and alike small enterprises 15

16 INCIDENT 2 Select a business process from the list and define the content of services by defining its S = (P, V) S = business service; P = the action performed that makes the service e.g. to repair a car; V = value associated to the service by the user who receives the service. 1. Development of new model 2. Procurement 3. Response to customer (order fulfilling) 4. After -Sale-Customer 5. Service / emergency recovery 6. Buying an Internet connection 7. Buying a Virtual Network 8. Phone customer claims processing 9. Mortgage loans / Consumer 10. Cash advance 11. Buying a book on Amazon 12. Travelling 13. Student admission 14. Health check-up 15. Building authorization 16. Quarterly reporting to stakeholders 17. Recruiting personnel 18. Information systems development 19. Corporate computer network operation 16

17 DESIGNING EFFECTIVE BUSINESS PROCESSES : INTRODUCTION What is a business process Business processes and business services Design of business processes

18 Innovative morphology of processes drive performance (for user benefits) 1913: Ford introduces the assembly line based production process Technology of the product unchanged (car body, power train etc.) Ford T dropped from many 000 to 400 US$ 1995: Amazon a web based business process of book shopping Customer select and orders a book wherever and whenever. Lower Customer s transaction cost. 18

19 What the design of business processes includes: 1. Flow and logic of activities (EXAMPLE) Option A Option B 1.the citizen (patient) goes to the doctor 2.the doctor visits the patient and writes the prescription 3.the patient phones to the call centre and books the test 4.the patient pays the ticket at a bank counter 5.the patient performs the test 6.the lab edits and packages the test results 7.the patient withdraws results and brings them to the doctor 1.the citizen (patient) goes to the doctor 2.doctor visits the patient, writes the prescription and books the test 3.the patient pays the ticket on the web 4.the patient performs the test 5.the lab edits and sends results to the doctor 19

20 What the design of business processes includes: 2. Organization structure (EXAMPLE) Option A The Health Service is organized geographically with a doctor every 2,500 citizens; Doctors have the authority of writing prescriptions; Labs deliver prescribed services and are paid by the Health Service. Option B IT organization is reinforced to assist Web applications; minor changes in work organizations 20

21 What the design of business processes includes: 3. Skills & competences (EXAMPLE) Option A Only professional skills needed for Option B Doctors should be computer proficient the doctor 21

22 What the design of business processes includes: 5. IT applications (EXAMPLE) Option A The process is supported by multiple uncoordinated systems resulting in information islands. Patients surrender their master data several times: when they go to the doctor, phone to the call centre, and, finally, are served by labs. Organizations involved in the process do not share information and communicate in an unstructured way. Option B The process is served by coordinated systems (prescription, reservation, lab) each one processing specific events but all sharing patient s master data. Ad hoc software monitors the business activities and propagates events between organizations. The patient and his doctor can know at any moment the progress of the prescription. 22

23 What the design of business processes includes: 5. IT applications (EXAMPLE) IT application American Airlines: airline reservation system (1963) Amazon (1995): e-selling of books and allied items ERP (Enterprise Resource Planning ) software suite (from 1993 onwards). CRM (Customer Relationship Management) software suites (From 1995 onwards) Telecommunications (Since the Nineties): prepaid SIM Healthcare Card (2000) SOA (Service Oriented Architecture) - Since 2006 IT innovation It has been one of the very first on line real time applications; the SABRE system (born at that time) is still used, of course refitted and extended, by the vast majority of the companies. Sophisticated use of web interface technology to display products, enter orders, distribute information to individual customers. Integration with the supply chain in order to assure an end to end service process to the customer. The ERP software suite allows to integrate systems and process that are internal to enterprises in one software suite with a common data base. It allows timely and correct data from operations to operations and management. The CRM software suite integrates the channels of interaction with customers (phone, web, shop or salesmen) with one common data base and softer objects. It offers to the customer multiple channels to contact the corporation and to the corporation one common and shared view of customer master data and transactions. The system computes in near real time the value of the credit pf the customer s SIM very time the customer phones, messages, recharges the credit or inquires the balance. A card similar to a credit card records master data of citizen and, also, can record other key anamnesis information. Magnetic data can dramatically speed up emergency operations and also administrative work. The card has been developed by the Lombardy Region (Italy) around year A public catalogue of elementary software functions (i.e. identification of a customer) are shared by a set of customer software functions, thus providing a service. This enables the integration of the application islands of corporations. Process / Service Innovation Real time processing of passenger s requests: lower cost and higher service for the customers, who do not need to go physically to airline offices. A prototype of e-commerce, it introduces a new business model where the virtual shop on the web manages a complete service chain, from user request down to the delivery of the product requested. It enables normalization of business processes, since it introduces a high level of standardization. It enables managing complex multinational multilingual global businesses and it is a key of the global organization. It allows to build virtual service and sales networks (phone + web). In order to speed up the processes it requires a strong integration with backend processes supported by legacy systems or ERP. The approach has been a primary business driver to develop the business of the mobile phone by skipping the traditional of customer subscription and billing. The card can be fully effective if a common protocol and a common data base schema (e.g. universal citizen data record) is adopted by the health care organization. This is happening now, ten years after the design of the card. Change the implementation process of new business services, the design process of new business processes supporting the new business services and of related applications. 23

24 What the design of business processes includes: Summary of the design elements (EXAMPLE) Element Logic and sequence of the process activities Organization structure Skills and competences Control & reward system IT applications Option A 1.the citizen (patient) goes to the doctor 2.the doctor visits the patient and writes the prescription 3.the patient phones to the call centre and books the test 4.the patient pays the ticket at a bank counter 5.the patient performs the test 6.the lab edits and packages the test results 7.the patient withdraws results and brings them to the doctor The Health Service is organized geographically with a doctor every 2,500 citizens; doctors have the authority of writing prescriptions; labs deliver prescribed services and are paid by the Health Service. Only professional skills needed for the doctor Professional (and individual) goals dominate. A good doctor is a doctor who gives the right prescriptions and diagnoses. The process is supported by multiple uncoordinated systems resulting in information islands. Patients surrender their master data several times: when they go to the doctor, phone to the call centre, and, finally, are served by labs. Organizations involved in the process do not share information and communicate in an unstructured way. Option B 1.the citizen (patient) goes to the doctor 2.the doctor visits the patient, writes the prescription and books the test 3.the patient pays the ticket on the web 4.the patient performs the test 5.the lab edits and sends results to the doctor IT organization is reinforced to assist Web applications; minor changes in work organizations Doctors should be computer proficient Professional goals are integrated by service goals. The service to the patient is a goal of the whole organization, doctors included, and a system to control service level is in place. The process is served by coordinated systems (prescription, reservation, lab) each one processing specific events but all sharing patient s master data. An hoc software monitors the business activities and propagates events between organizations. The patient and his doctor can know at any moment the progress of the prescription. 24

25 What the design of business processes includes: design axes IT Activities Organization Control Skills Option A Option B Option C 25

26 DESIGNING EFFECTIVE BUSINESS PROCESSES : INTRODUCTION What is a business process Business processes and business services Design of business processes Review questions

27 Review questions What is a business process? Identify the definition elements (CRASO) of business processes of your daily experience e.g. buying the web, subscribing a magazine etc What is a physical process? Explain its difference against business process. Explain the differences between business an IT processes and between business and physical processes. What is a service? How is a service related to a business process? Why is service economy important? Why is it important to design performing business processes? Describe the design elements of Business Processes. Select a real life case, collect public information on Internet and by your experience and outline its design elements. E.g.: Passport Airline reservation Lift service Mortgage loans Healthcare School: enrolment, teaching 27

28 INGEGNERIA DEI SISTEMI E DEI SERVIZI PER IL TERRITORIO E PER L AMBIENTE Analisi dei processi produttivi Note sul BPR Gianmario Motta gianmario.motta@unipv.it

29 Note sul BPR Definizioni Caso Ford e caso National Vulcan Dal BPR al BPM

30 BPR: Definizione Approccio strutturato all innovazione organizzativogestionale orientato al raggiungimento di miglioramenti radicali nelle prestazioni tramite il ridisegno dei processi aziendali insieme di passi e attività, supportati da metodologie e tecniche miglioramenti radicali (vs miglioramento continuo) ridisegno dei processi volto ad eliminare attività e flussi che non generano valore 30

31 BPR : posizionamento come approccio al cambiamento Approccio tradizionale innovazione monofunzionalemultidisciplinare efficienze locali Esempio: accentramento R&S innovazione multifunzionalemonodisciplinare miglioramento di un elemento dell organizzazione Esempio: nuovo sistema informativo Approccio BPR : riprogettazione: innovazione multifunzionalemultidisciplinare miglioramento di un intero processo Esempio: riprogettazione processo distributivo Orizzonte funzionale Mono Multi BPR BPR Gamma competenze Mono Multi 31

32 BPR : Caratteristiche Gestione del cambiamento Reengineering e improvement Istituzionalizzazione del cambiamento Metodologie e tecniche strutturate Focus sui processi Diffusione della gestione per processi Processi interni (primari e di supporto) e processi interaziendali Innovazione IT enabled Progettazione congiunta di soluzioni IT e soluzioni organizzative; Ruolo trainante delle scelte di business Approccio interdisciplinare IT come catalizzatore del cambiamento Orizzonte funzionale Mono Multi BPR BPR Gamma competenze Mono Multi 32

33 Note sul BPR Definizioni Caso Ford e caso National Vulcan Dal BPR al BPM

34 BPR: Il caso Ford Il reparto contabilità fornitori della Ford Nord America contava oltre 500 persone. Il processo iniziava con l invio da parte dell ufficio approvvigionamenti di un ordine d acquisto al fornitore, con relativa copia per la contabilità; quando il fornitore spediva la merce e questa arrivava all azienda, un impiegato del ricevimento merci riempiva un modulo con la descrizione degli articoli e lo mandava alla contabilità fornitori. Infine il fornitore inviava la fattura. La contabilità fornitori operava quindi con tre documenti che si riferivano alla stessa partita di merce: ordine d acquisto, modulo di ricevimento, fattura. Se non si riscontravano discordanze, un impiegato disponeva il pagamento. Tuttavia il processo conteneva numerose anomalie. Infatti gli impiegati passavano la maggior parte del tempo a risolvere quei pochi casi in cui i documenti - ordine d acquisto, modulo di ricevimento e fattura - erano divergenti. A volte occorrevano settimane intere e molti sforzi per venirne a capo. Utilizzando i computer per automatizzare alcune funzioni, il management era convinto di tagliare del 20 per cento il numero dei dipendenti del reparto, riducendolo a 400 unità. Ford aveva comprato il 25 per cento delle azioni di Mazda. Mazda riusciva a gestire il pagamento delle fatture dei fornitori con uno staff di 5 persone. Il divario di personale persone in Ford contro 5 in Mazda - era troppo grande per potere essere giustificabile solo dalle diverse dimensioni. La riduzione del 20 per cento del personale non avrebbe messo Ford in parità con Mazda. Ford si vide costretta a ripensare l intero processo cui il reparto di contabilità dei fornitori era coinvolto. 34

35 BPR: Il caso Ford : as-is e to-be a confronto AS IS TO BE ACQUISTI Copia Ordine Ordine FORNITORE XAB+Merce ACQUISTI RICHIESTA ACQUISTO FORNI- TORI RICEVI- MENTO ARRIVO MERCE PERIODO CONTAB. FORNITORI Richiesta CONTABILITA FORNITORI Fatture XAB + BEN RICE- VIMENTO Ordine al Fornitore XAB Buono Entrata BASE DATI CONDIVISA Pagamento 3 documenti da accoppiare: - Fattura - Nota di accompagnamento (XAB) e Buono Entrata (BEN) - Ordine al Fornitore (ORFOR) 20% ordini e consegne impegnano lo 80% del tempo No flussi cartacei Pagamento su avanzamento programma Riduzione di leadtime per effetto della riduzione dei tempi di appuntamento, dei polmoni ed altri 35

36 Il caso Ford : commenti Ford re-ingegnerizza un processo completo Il nuovo processo è diverso. Il flusso è innovato. Quando un impiegato dell ufficio acquisti invia un ordine a un fornitore, inserisce contemporaneamente i dati a sistema. I fornitori inviano gli articoli richiesti al ricevimento merci, ma, quando arriva una consegna, un impiegato del ricevimento terminale verificare a sistema che la merce corrisponda a un ordine d acquisto registrato nel data base. Se corrisponde, l impiegato accetta la merce e preme un tasto del terminale per informare il data base che la fornitura è arrivata: il ricevimento della merce è memorizzato e il computer emette automaticamente un assegno alla scadenza convenuta. Se invece la merce non corrisponde ad alcun ordine, l impiegato non accetta la consegna e rimanda la merce al fornitore. Avere spostato l autorizzazione al pagamento dal reparto contabilità fornitori (che doveva confrontare tre distinti documenti) al ricevimento merci ha eliminato la fattura come documento necessario al pagamento delle merci ritirate. Conseguentemente gli addetti sono divenuti 125 invece di 500. La logica seguita è tipica dei sistemi ERP che integrano le informazioni 36

37 Il caso Ford: sintesi delle leve di riprogettazione LEVA Flusso delle attività Organizzazione (struttura) Situazione as-is Sequenziale Polmoni di sincronizzazione Struttura funzionale Situazione to-be Sequenziale No tempi morti per ricerca della informazione Struttura funzionale Competenze Parcellizzazione Separazione fra routine ed eccezioni Tecnologia Automazione di mansione Isole di informazione Automazione del processo Base dati integrata e sincrona Pianificazione e controllo delle prestazioni Produttività dell isola funzionale Nessuna attenzione al cliente del processo Valore al cliente del processo: tempo, servizio, qualità, costo 37

38 Il caso Ford: note sulle leve IT Applicazioni IT Situazione as-is Situazione to-be Sistemi di tracking e riconoscimento Non applicabili Applicabili (RFID) Database relazionali e sistemi integrati (Enterprise Systems) Workflow EDI Web Sistemi esperti ed altri Assenti Assente Assente Non applicabili Tecnologia chiave del progetto Incorporato in ERP Possibile (complementare ad Enterprise System) Non applicabili 38

39 BPR: Il caso National Vulcan (1) National Vulcan opera nella ispezione di bruciatori, compressori, ascensori e impianti elettrici. Compie oltre ispezioni al giorno, per un totale di rapporti annui. Fornisce anche servizi di assicurazione degli impianti. Tutte gli impianti ispezionati o assicurati sono registrati in un archivio, che conta 2,5 milioni registrazioni. Dopo un lungo periodo di prosperità, la National Vulcan subì perdite per 9 milioni di euro; il livello di soddisfazione dei clienti era molto basso. Il nuovo direttore generale ritenne necessario ripensare radicalmente il modo di funzionare dell azienda. Furono individuati tre processi principali su cui concentrare la riprogettazione: la redazione e l invio dei rapporti di ispezione, la stipula delle polizze assicurative, l aggiornamento degli archivi. Furono analizzati i processi: furono ricostruiti il flusso delle attività e delle informazioni, le responsabilità, i supporti informativi utilizzati, i tempi dei processi, il valore aggiunto di ciascuna attività. A seguito delle analisi il management della National Vulcan definì una nuova visione: divenire l azienda di maggiore qualità e minore costo nel Regno Unito. Ciò richiedeva due interventi fondamentali: unica interfaccia tra cliente e National Vulcan, il Professionista Assicurativo, owner di tutto il processo; abilitare la interfaccia ad accedere a tutte le informazioni interne all impresa. 39

40 BPR: Il caso National Vulcan (2) A questa vision il management intrgrò obiettivi operativi precisi. La scelta di obiettivi sfidanti fu consapevole, per stimolare l azienda. Furono costituiti tre gruppi interfunzionali, ognuno con l incarico di riprogettare un processo. I gruppi, impegnati part-time, erano guidati non dai manager in carica ma da persone nuove, di livello gerarchico inferiore, che potevano trarre vantaggi dal cambiamento. I gruppi avevano l autorità o la sponsorship per attuare le soluzioni. Nonostante la forte enfasi posta sul coinvolgimento delle persone, all inizio il management fu più direttivo che consultivo. Lo scetticismo iniziale fu superato dalla forza del programma di cambiamento. Le persone cambiarono idea quando videro i risultati. La riprogettazione dei processi ha eliminato attività che non aggiungevano valore, automatizzato le attività ripetitive, ottimizzato il flusso del processo e ridefinito le mansioni. La chiave della riprogettazione è stata la tecnologia informatica. Come risultato dell intervento la National Vulcan è ridiventata leader nel suo settore ed è ritornata alla profittabilità. Il reengineering alla National Vulcan è ora in una nuova fase: il cambiamento coinvolge oggi il middle management e va nella direzione di una riduzione dei livelli gerarchici e di un sempre maggiore orientamento al cliente ed alla soddisfazione del personale interno. 40

41 Introduzione: Il caso National Vulcan commenti Rilevanza del nuovo management e idee fresche Importanza del commitment e di un approccio top-down del management per guidare il cambiamento Necessità dello spiazzamento dei ruoli Importanza dell individuazione dei processi critici Individuazione di obiettivi sfidanti Creazione di gruppi interfunzionali Criteri di riprogettazione dei processi e leva IT Cicli di innovazione radicale e incrementale 41