Search for tag 'Business Process Management'

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  1. Case study

    Communicating BPM – Role play

    Quite often BPM practitioners are confronted with situations in which they have to persuade their peers at middle or senior management level of the usefulness and feasibility of BPM. This class exercise aims to create an understanding of the influences that come into play when someone has the challenge to communicate the What? and Why? of BPM to middle managers.

  2. LoQutus

    Enterprise Architects as Creative Organisational Designers

    Vlerick and research partner LoQutus have conducted an intensive, year-long study of Enterprise Architecture (EA). The impetus for the study was the perception that Enterprise Architects are re-positioning their function to serve their organisations more profoundly in turbulent times.

  3. ING

    Marketing’s Business Transformation at ING Belgium Retail: becoming Belgium’s First Universal Direct Bank

    The fourth largest bank in the Belgian market at the time, ING Belgium Retail continued serving all banking customers with a wide range of financial products, but the bank adopted a new distribution model: “Direct if possible, advice when needed”. Simple product sales would be migrated to direct channels as much as possible, and the branch network would be restructured to include fewer – but more efficient – branches. This would give the remaining branch staff more time for selling and providing more effective advice. Successful lift-off of the new business model hinged on transforming the Marketing department into a well-oiled machine capable of generating significant online traffic and providing more qualified leads to the branches.

  4. Growth

    The Secrets to Managing Business Analytics Projects

    Managers have used Business Analytics (BA) – which is a subset of business intelligence (BI) – to inform their decision making for years. Recent studies point to its growing importance, not only in analyzing past performance but also in identifying opportunities to improve future performance. As business environments become more complex and competitive, managers need to be able to detect – or, even better – predict trends and respond to them early. Companies are giving business analytics increasingly high priority in hopes of gaining an edge on their competitors.

  5. People

    Business Processes – an overview of current research

    Focus on the process – rather than on the product – is what sets business processes (BPs) apart from most other management techniques. Anna Sidorova (College of Business, University of North Texas) and Öyku Isik (Operations and Technology Management, Vlerick Business School) have studied academic research literature to find out which aspects of BPs have been studied so far, by which academic disciplines, and in relation to which other organisational activities, if any.

  6. Question mark

    Business Process Management: quo vadis? Challenges and opportunities

    Adopting a process orientation means putting a vision into practice by making and committing to deliberate choices for organising and executing work. In order for Business Process Management (BPM) to be able to help businesses looking for an new vision and new ways to manage an ever more complex business context, BPM needs to evolve from a mere methodology (being a stepwise, structured approach to improving business processes – often synonymous for making them more efficient) into a holistic management discipline that takes an integrated approach to the organisation and its business as a whole.

  7. Deloitte  Logo

    Crisis stimulates renewed cooperation between IT and business

    Eager to test the hypothesis that the crisis of 2008 has exerted significant impact on the way companies manage their IT, Vlerick Business School teamed with Deloitte to invite 18 high-profile companies to participate in this study. 18 CIOs and 10 CFOs from these companies were interviewed about the way they are handling IT management during this current crisis. The results have been published in the report “Engaging in turbulent times. Direction setting for business and IT alignment.”

  8. Maturing Business Intelligence provision at Volvo IT

    Volvo IT established a team in 2001 to consolidate business intelligence (BI) efforts across the Volvo Group. By 2005, despite some established success, the BI team was in a difficult position. The team had put in place an enterprise-class technological capability and structured approach to BI solution provision. However, it had trouble keeping some of its most important customers happy. They were asking for more flexible solutions, shorter lead times, and lower costs.

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