Prescriptive Business Process Monitoring for Recommending Next Best Actions

Predictive business process monitoring (PBPM) techniques predict future process behaviour based on historical event log data to improve operational business processes. Concerning the next activity prediction, recent PBPM techniques use state-of-the-art deep neural networks (DNNs) to learn predictive models for producing more accurate predictions in running process instances. Even though organisations measure process performance by key performance indicators (KPIs), the DNN`s learning procedure is not directly affected by them. Therefore, the resulting next most likely activity predictions can be less beneficial in practice. Prescriptive business process monitoring (PrBPM) approaches assess predictions regarding their impact on the process performance (typically measured by KPIs) to prevent undesired process activities by raising alarms or recommending actions. However, none of these approaches recommends actual process activities as actions that are optimised according to a given KPI. We present a PrBPM technique that transforms the next most likely activities into the next best actions regarding a given KPI. Thereby, our technique uses business process simulation to ensure the control-flow conformance of the recommended actions. Based on our evaluation with two real-life event logs, we show that our technique`s next best actions can outperform next activity predictions regarding the optimisation of a KPI and the distance from the actual process instances

Developing Supply Chain Agility for the High-Volume and High-Variety Industry

Supply chains are under pressure to meet performance expectations under conditions in which access to the global network of suppliers and customers is fluid. Most studies accept the importance of agility to enhance performance using flexibility as a key dimension. Moreover, based on literature and empirical implications, it is essentially noticeable that there is an agreement on the need for flexibility in manufacturing to address both internal changes at the manufacturing echelon (e.g., a variation of process times) and external uncertainties (e.g., availability of ingredients, delivery schedules).However, there is a lack of adoptable metrics of manufacturing flexibility that can be used to evaluate manufacturing flexibility’s impact to enhance TH and reduce cost, both at the manufacturing echelon and the supply chain as a system as well as its impact on other echelons. Therefore, focusing on manufacturing flexibility as a competitive strategy induces a driving force for the success of the performance of supply chains. The purpose of this research is to present an applicable methodology for the evaluation of flexibility in a supply chain called Flexible Discrete Supply Chain (FDSC). The FDSC structure consists of a supplier, manufacturer, distributor, and customer as its conceptual model. Two main performance indicators – TH and cost are used to study the FDSC performance. This study utilizes four dimensions: volume, delivery, mix, and innovation (VDMI) flexibility. Quality function deployment is used to translate the dimensions of flexibility to key metrics that can be controlled in a discrete-event simulation (DES) model. The DES model is used to generate data, and for configuring VDMI metrics. The data is used for further sensitivity analysis. The developed methodology is verified and validated using data from a real case study. It is applicable to all supply chains within the FDSC criteria. This study contributes to the body of knowledge of supply chain flexibility through technical, methodical, and managerial implications. It clearly illustrated scenarios and provided guidelines for operations managers, to test among VMDI flexibility to maximize TH constrained by cost. Key directions for future research are identified

Four Essentials for Evaluation

GEO created this guide to help grantmakers get to the next level in their evaluation efforts. The target audience is champions and supporters of evaluation who want to embed these practices more deeply in the work of their organizations.The term "evaluation" can refer to a lot of different activities, including data collection, information gathering and research about grantmaker-supported activities. GEO's emphasis, however, is on "evaluation for learning."Evaluation is about more than ensuring that grantees are doing what they promise, or that a specific program area at a foundation is meeting its goals. Rather, it's about advancing knowledge and understanding among grantmakers, their grantees and their partners about what's working, what's not and how to improve their performance over time.Using evaluation in this way requires grantmakers to transform themselves into learning organizations. Beyond getting smarter about specific evaluation methods and approaches, this means adopting a continuous process, a culture and a commitment to support the capacity of people to see patterns and insights that can lead to ever-improving results

Evaluation of the economic impact of the iNet

An evaluation of the economic impacts of the iNets (innovation networks) commissioned to assist in the delivery of the East Midlands Regional Innovation Strategy (RIS)

Measuring the Online Impact of Your Information Project: A Primer for Practitioners and Funders

Evaluates fifteen Web sites funded by the Knight Foundation's Community Information Challenge, including data on visits, unique visitors, page views, and bounce rates. Outlines how to set goals, align metrics, and implement analytics

Evaluating Program Impact: Our Approach to Performance Assessment

Discerning and communicating the impact of grantmaking and other programmatic contributions are essential to fulfilling the Rockefeller Brothers Fund's (RBF) mission as well as our commitment to stewardship, transparency, and accountability. The Fund's board and staff have found that engaging policymakers on the results and insights gained from our grantmaking, informing the public about our grantees' work, and attracting additional donors to promising institutions and approaches are key activities that help build a more just, sustainable, and peaceful world.In order to bring additional rigor to the Fund's approach to program impact assessment, a committee of RBF trustees and staff was established in March 2012. Based on our experience, the state of evaluation in philanthropy, and a review of literature and activity in the field, the Impact Assessment Committee developed a set of principles to guide our impact assessment approach, defined terms for the purposes of RBF discussions, established several points for evaluation activities in the life cycle of a grantmaking program, and identified opportunities to embed impact assessment in the Fund's regular institutional processes. The Fund establishes its programs in fields and places that reflect its mission and the evolution of its longstanding interests, along with an analysis of the changing global context. The key elements of the RBF's approach to assessing program impact are as follows:* The board approves program guidelines that lay the foundation for the Fund's grantmaking within a program. Guidelines include a preamble that presents the vision and rationale for each program, ambitious long-term goals, and strategies that articulate specific actions the Fund will support to achieve progress toward these goals. They provide guidance to staff and grantseekers about what the RBF is prepared to fund.* A program framework summary, derived from the guidelines, is developed for internal use and includes indicators of progress. These indicators identify anticipated changes in understanding, behavior, capacity, public engagement, or public policy that would demonstrate that program strategies are contributing to realizing program goals.* Within each program, evaluation activities occur on an ongoing basis. Monitoring of the field and of individual grants draws on regular staff engagement and grantee reporting; program reviews, conducted every three to five years by program staff, provide an opportunity to engage the board in a strategic review of progress—often resulting in updated program strategies; impact assessments are conducted by external consultants after five or more years as strategies mature.* The annual institutional calendar provides a variety of opportunities for the board and staff to discuss and review programmatic impact at different points each year and across several years.This approach to impact assessment reflects emerging practices in the field and is consistent with the Fund's values and grantmaking approaches. The committee believes that the approach effectively supports program learning, guides program development, and enhances the impact of the Fund's grantmaking

Carving out new business models in a small company through contextual ambidexterity: the case of a sustainable company

Business model innovation (BMI) and organizational ambidexterity have been pointed out as mechanisms for companies achieving sustainability. However, especially considering small and medium enterprises (SMEs), there is a lack of studies demonstrating how to combine these mechanisms. Tackling such a gap, this study seeks to understand how SMEs can ambidextrously manage BMI. Our aim is to provide a practical artifact, accessible to SMEs, to operationalize BMI through organizational ambidexterity. To this end, we conducted our study under the design science research to, first, build an artifact for operationalizing contextual ambidexterity for business model innovation. Then, we used an in-depth case study with a vegan fashion small e-commerce to evaluate the practical outcomes of the artifact. Our findings show that the company improves its business model while, at the same time, designs a new business model and monetizes it. Thus, our approach was able to take the first steps in the direction of operationalizing contextual ambidexterity for business model innovation in small and medium enterprises, democratizing the concept. We contribute to theory by connecting different literature strands and to practice by creating an artifact to assist managemen

USA Triathlon: A Race Toward Sustainability

abstract: The staging of sport events occurs over a fixed duration of time, requiring an influx of resources and human involvement. This situation can result in environmental issues such as excess greenhouse gas emissions and waste generation. Furthermore, economic outcomes are not always equally shared amongst local host communities, and unequal access to participation can manifest in unforeseen ways from the event organizer's perspective. Sports organizations are recognizing the potential for operation related negative impacts, yet most efforts to mitigate these adverse outcomes lack theoretical grounding and holistic approaches aligned with principles of sustainability.  USA Triathlon (USAT) is not exempt from the challenges faced in sustainable event management. With 400,000 plus members, USAT has the largest membership of any sport's governing body in the country. Through managing five owned events and sanctioning over 4,300 on an annual basis, the combined potential for a negative footprint is significant. To temper the potential impacts of USAT events, this project focused on an overarching sustainable event strategy to equip management, operations, and race directors with a suite of resources to manage and mitigate the overall sustainability footprint of events toward desired outcomes that adhere to principles of sustainability