Re-reengineering the dream: agility as competitive adaptability

Organizational adaptation and transformative change management in technology-based organizations is explored in the context of collaborative alliances. A Re-reengineering approach is outlined in which a new Competitive Adaptability Five-Influences Analysis approach under conditions of collaborative alliance, is described as an alternative to Porter’s Five-Forces Competitive Rivalry Analysis model. Whilst continuous change in technology and the associated effects of technology shock (Dedola & Neri, 2006; Christiano, Eichenbaum & Vigfusson, 2003) are not new constructs, the reality of the industrial age was and is a continuing reduction in timeline for relevance and lifetime for a specific technology and the related skills and expertise base required for its effective implementation. This, combined with increasing pressures for innovation (Tidd & Bessant, 2013) and at times severe impacts from both local and global economic environments (Hitt, Ireland & Hoskisson, 2011) raises serious challenges for contemporary management teams seeking to strategically position a company and its technology base advantageously, relative to its suppliers, competitors and customers, as well as in predictive readiness for future technological change and opportunistic adaptation. In effect, the life-cycle of a technology has become typically one of disruptive change and rapid adjustment, followed by a plateau as a particular technology or process captures and holds its position against minor challenges, eventually to be displaced by yet another alternative (Bower & Christensen, 1995)

The Conceptual Framework for Business Process Innovation: Towards a Research Program on Global Supply Chain Intelligence

This paper proposes a research program on Business Process Innovation: Towards Global Supply Chain Intelligence. Few words are more ubiquitous in business or society today than "innovation". This reflects that businesses are striving for ways to survive and thrive in an increasingly complex and connected world (IBM 2006). Most industrial supply chains today are globally scattered and nearly all organizations rely on their Enterprise Information Systems (ES) for integration and coordination of their activities. In this context innovation inevitably is driven by advanced information technology. Organizations today are required not only to operate effective business processes but they also need to accommodate to changing business conditions at an increasing rate. Consequently the ability to develop and implement new processes driven by the Enterprise Information Systems is a central competence in most industries, and furthermore it is a critical practice for a global enterprise. The next practice in Global Supply Chain Management is Business Process Innovation. Business Process Innovation is the transformation of a global supply chain driven by a new advanced Enterprise Information Systems technology. This technology holds the potential to "close the control loop", but until now few organizations have managed to unleash the full potential of global supply chain intelligence. Thus, there is an emerging need for managing the transformation and for new approaches that will lead to robust global supply chains. This paper presents a conceptual framework for Business Process Innovation. A research proposal based on five interrelated topics is derived from the framework. The research program is intended to establish and to develop the conceptual framework for business process innovation and to apply this framework in a global supply chain context. These topics are presented in the following sections, but first the background for the program is discussed.No keywords;

Technical Data on Typologies of Interventions in Knowledge Exchange and Enterprise Network (KEEN) projects. Report 6b

This technical data report is an addendum to the typology and hierarchies of intervention report, which provides an analysis of the type and range of business interventions provided through the Knowledge Exchange and Enterprise Network (KEEN) programme to SMEs in the West Midlands region. There were 126 KEEN projects in total, through which a range of business interventions were provided to the participating companies. KEEN assisted around 100 SMEs through 126 projects, and provided 617 interventions overall. The projects were managed by six the university partners: the University of Wolverhampton, Coventry University, Aston University, Birmingham City University, the University of Worcester, and Staffordshire University

Launching the Grand Challenges for Ocean Conservation

The ten most pressing Grand Challenges in Oceans Conservation were identified at the Oceans Big Think and described in a detailed working document:A Blue Revolution for Oceans: Reengineering Aquaculture for SustainabilityEnding and Recovering from Marine DebrisTransparency and Traceability from Sea to Shore:  Ending OverfishingProtecting Critical Ocean Habitats: New Tools for Marine ProtectionEngineering Ecological Resilience in Near Shore and Coastal AreasReducing the Ecological Footprint of Fishing through Smarter GearArresting the Alien Invasion: Combating Invasive SpeciesCombatting the Effects of Ocean AcidificationEnding Marine Wildlife TraffickingReviving Dead Zones: Combating Ocean Deoxygenation and Nutrient Runof

Enhancing systems integration by incorporating business continuity drivers

Purpose – The purpose of this paper is to present a framework for developing an integrated operating environment (IOE) within an enterprise information system by incorporating business continuity drivers. These drivers enable a business to continue with its operations even if some sort of failure or disaster occurs. Design/methodology/approach – Development and implementation of the framework are based on holistic and top-down approach. An IOE on server’s side of contemporary business computing is investigated in depth. Findings – Key disconnection points are identified, where systems integration technologies can be used to integrate platforms, protocols, data and application formats, etc. Downtime points are also identified and explained. A thorough list of main business continuity drivers (continuous computing (CC) technologies) for enhancing business continuity is identified and presented. The framework can be utilized in developing an integrated server operating environment for enhancing business continuity. Originality/value – This paper presents a comprehensive framework including exhaustive handling of enabling drivers as well as disconnection points toward CC and business continuity

Business Process Re-engineering in Public Administration: The case study of Western Ligurian Sea Port Authority

Business Process Re-engineering (BPR) is a technique based on a radical redesign of the structure of an organization to improve its efficiency by optimizing processes and reducing costs. It has been proven effective over a plethora of private applications however, not many studies based on the public sector have been reported even though it is known to be inefficient. This is mainly due to an overall smaller market exposure of public administrations compared to private companies. However, nowadays, in the age of digitalization, the growing global competition is requiring PA to improve the efficiency of their processes. This paper offers a real case-study of an application of BPR in a PA namely the Genoa Port in Italy, one of the biggest ports in Europe. The following analysis has been carried out through an AS IS / TO BE approach and the outcome of the re-engineering process has been validated through Discrete Event Simulation. The results show how BPR can improve the efficiency of PAs and, particularly, how the port environment can drastically turn into an efficient and optimized system

The real SAP® Business one cost : a case study of ERP adoption in an SME

This paper reports on a UK based service management Small and Medium-sized Enterprise (SME) that invested into SAP® Business One. The action research case study highlights the real cost and difficulties faced in moving to the one single SAP system and the process that was followed in order to identify third-party vendors that can integrate or customise SAP® Business One. This paper highlights the additional costs required to ensure a ‘fit-for-purpose’ solution to close the gap between strategic needs and the existing SAP Business One solution. The gap itself is illustrated by highlighting 10 key functionalities expected by the given service management SME. The actual implementation cost of the Enterprise Resource Planning (ERP) was found to be approximately double the initial SAP costs. The real costs involve time for, among other things, process reengineering, strategic decision making, software add-ons, staff-training, project-management and software maintenance

Seeking Structure: A Reconceptualization of Case Management

Case management is an approach to work that inherently emphasizes the client experience and is, therefore, an important paradigm for work in our 21st century services-driven economies. It specifically accounts for unique, contextual information and allows for emergent activity, whereas operational process management places primacy on standardized information and standardized tasks performed in a deterministic sequence. As a result, case management has been characterized as involving “unstructured” processes and data, in contrast to process management of “structured” processes and data. Referencing information systems research on process management and organizational research on work and routines, I argue that this conceptualization of case management obscures the real nature of the work and inhibits design of information systems to support that work. Drawing on studies of various casework settings, I propose a framework highlighting the underlying structure of casework and revealing new possibilities for combining human expertise and digital technology in case management