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Business Process
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Making Best Practices Stick

November 24, 2011 • STRATEGY & MANAGEMENT, OPERATION, Global Business, Business ProcessComments (0)

By Adrian Done, Chris Voss and Niels Gorm Rytter Several key factors influence the short-term success and long-term sustainability of best practice interventions. Management of these factors is critical to instilling a culture of capability development – especially within small and medium enterprises.   You might also like: Reinvention: Critical to

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Operationalising Excellence: Making it Happen – Part I

November 24, 2011 • LEADERSHIP, OPERATION, Business Process, Supply ChainComments (0)

By Sean Culey In the last edition of The European Business Review, my article called ‘The 7 Keys to Unlocking Organisational Greatness’ was published, in which I identified seven key elements of a business that need to be aligned and integrated in order

Developing a Breakthrough Service Model for Profitable Growth

September 28, 2011 • STRATEGY & MANAGEMENT, OPERATION, Finance & Economics, Business ProcessComments (0)

By Philip G. Moscosoand Alejandro Lago Stronger competition and more demanding customers require companies to deliver exceptional service and ultimately offer differentiated value propositions in an efficient way. To do so successfully, companies need to

How Electronic Document Interchange delivers the goods for FMCG businesses: a case study

September 28, 2011 • TECHNOLOGY, OPERATION, Business Process, Supply ChainComments (0)

By Ian Ford In a business where timing and efficiency is critical, FirstB2B’s EDI solution handles a complex sequence of electronic messages effortlessly, ensuring things happen when they’re supposed to. You might also like: Big Data: Big Deal or Big

Outsourcing: Debunking the myths and unveiling the realities

September 28, 2011 • OPERATION, Business Process, Supply ChainComments (0)

By buyingTeam Firmly entrenched misconceptions surround outsourcing, and they are holding many companies back from maximising the potential benefits from this fundamentally important tool. You might also like: The Digital Revolution is an Evolution for the

The 7 Keys to Unlocking Organisational Greatness

July 20, 2011 • LEADERSHIP, STRATEGY & MANAGEMENT, OPERATION, People Management, Business Process, Leadership Development, Strategic Spotlight, Supply Chain, Team Managment, TransformationComments (0)

By Sean Culey Sean Culey, member of the European Leadership Team of the Supply Chain Council and CEO of business improvement consultancy SEVEN Collaborative Solutions, discusses the challenges of creating organisation wide process integration, strategic

The Four Challenges of Supply Chain Transparency

July 20, 2011 • OPERATION, Business Process, Supply ChainComments (0)

By Steve New and Dana Brown In this article we examine a key business question: how much should organizations know about their extended supply base, and what should they do with this information? This question has become of urgent practical significance for

A Word About Dynamic Supply Chains: Delivering value through people

July 20, 2011 • OPERATION, Business Process, Supply ChainComments (0)

By John Gattorna The key to successful supply chain management is recognising that it’s people who really drive the living supply chains that are at the heart of businesses. In this article, Dr. John Gattorna, author of Dynamic Supply Chains: delivering

PwC (PricewaterhouseCoopers)- Outsourcing and Shared Service Programmes

July 9, 2011 • OPERATION, SPECIAL FEATURES, Business Process, Supply ChainComments (0)

Increasingly, value is created from successful collaboration of stakeholders connected in a network. Therefore outsourcing solutions must capture opportunities and navigate risk across these extended business networks. You might also like: 21st Century

Jumping the S-Curve: How to Reach the Top – and Stay There

May 20, 2011 • STRATEGY & MANAGEMENT, INNOVATION, OPERATION, Business Process, Delivering Innovation - Accenture Research, Strategic SpotlightComments (0)

By Paul Nunes and Timothy Breene One obvious trait of high-performance companies is that they are all adept at launching new businesses — a process that we call climbing an “S-curve.” You might also like: Reinvention: Critical to Business