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Operationalizing strategy through process
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DOI：10.1016/S0024-6301(97)00056-3.png)
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Abstract
En 中文
The application of business process re-engineering in organizations continues unabated. A central issue that has not been sufficiently considered is the method of identifying and choosing the processes which should be re-engineered. If the claimed benefits of substantial performance improvement are to be secured, it is vital that a classification of process exists to facilitate selection of those most likely to deliver such benefits. This article considers the need for such a classification and the responses currently available in the literature, and concludes that this Is both a critical and a neglected matter. A classification scheme explicitly linking processes to business strategy is presented. The article concludes by illustrating how the scheme was employed by one organization during its re-engineering initiative to yield significant benefit. (C) 1997 Elsevier Science Ltd.
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