Revolutionizing Business Operations: How to Build Dynamic Processes for Enduring Competitive Advantage

✍ Scribed by Tony Saldanha, Filippo Passerini

• Publisher: Berrett-Koehler Publishers
• Year: 2023
• Tongue: English
• Leaves: 253
• Category: Library

✦ Synopsis

Don’t risk the dire consequences of your work processes becoming obsolete—discover a powerful model for constant, ongoing, enterprise-wide process evolution and optimization.

If you have a great product, but don’t have the operations in place to efficiently and effectively support it—production, manufacturing, sales, finance, human resources, etc.—you won’t succeed. Product innovation is seen as flashier and so gets far more attention, but you can create an enduring competitive advantage by revolutionizing business operations.

The problem is most attempts to improve business operations are reactive, sporadic, and siloed. Tony Saldanha and Filippo Passerini’s Dynamic Process Transformation model provides a living model for constant, ongoing process evolution and optimization.

The authors focus on maximizing three drivers of change. First, “open market rules”—each business process must be run as a separate business, instead of via monolithic mandates coming down from on high. Second, there must be “unified accountability”— outcomes must be clear and consistent across the company, instead of being siloed within departments. And third, there needs to be a “dynamic operating engine,” a methodology to convert the constantly changing business process goals into tactical day-to-day employee actions.

With numerous examples from leading companies, this book shows how to proactively keep business processes across the company from becoming obsolete and take advantage of a neglected key to success.

✦ Table of Contents

Cover
Half Title
Title
Copyright
Dedication
Contents
Foreword
Preface
Introduction: Why Dynamic Process Transformation?
Part I: How Business Processes Become a Competitive Disadvantage
1. Introducing the Dynamic Process Transformation Model
2. Dilemmas Facing Leaders on Business Process Transformation
Part II: Stage 1 of Business Processes—Default Maturity
3. The Problem with Running Business Processes “as a Monopoly”
4. Going beyond Functional Silos
5. Don’t Undermine Good Strategy with Poor Operating Models
Part III: Stage 2 of Business Processes—Intentional Maturity
6. What’s Wrong with Driving Only Efficiency in Business Processes?
7. Applying Product Management to Business Processes
8. Achieving Transparency in Business Processes
Part IV: Stage 3 of Business Processes—Integrated Maturity
9. Mastering Process Innovation
10. Avoiding the Trap of Incremental Innovation in Processes
11. Mastering Business-Centricity for Processes Innovation
Part V: Stage 4 of Business Processes—Responsive Maturity
12. How to Commercialize Business Processes
13. How to Create a Movement for Sustained Process Transformation
14. Creating a Dynamic Organizational DNA
Part VI: Achieving Competitive Advantage via Business Operations
15. How to Succeed in Dynamic Process Transformation
Discussion Guide
Notes
Acknowledgments
Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
Y
Z
About the Authors