Communications of the Association for Information Systems (Volume 16‚ 2005) 1-25 1 CLARIFYING BUSINESS MODELS: ORIGINS‚ PRESENT‚ AND FUTURE OF THE CONCEPT Alexander Osterwalder University of Lausanne and BusinessModelDesign.com Yves Pigneur University of Lausanne yves.pigneur@unil.ch Christopher L. Tucci Swiss Federal Institute of Technology ABSTRACT This paper aims to clarify the concept of business models‚ its usages‚ and its roles in the Information Systems domain. A review of the literature
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In recent times‚ Outsourcing is becoming very much accepted. It pertains to the “acquirement of a product or service rather than producing it”. It can also be interpreted as a transfer or delegation of day-to-day business process to an external service supplier. At present‚ outsourcing is generally used by every organization in one way or the other. Most of the IT companies which are functioning in quite a few nations are doing their work with the help of outsourcing this can be understood with an
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Business Impact Analysis Process Name: EFHG Research and Development (R&D) Date: ____________ LPHG Process Description The primary (and only) business process is R&D of the forthcoming product EFHG. The purpose of this process is the development of a hair care product that is both functional in the amount of shine‚ hold‚ and texture provided to the hair as well as friendly to the environment. Critical Dates and Impact Timeline Date/Time Details Time Until Impact N M S C Normal Operation
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1 2 3 4 Define Business Process Organizational Structure ERP Systems Approached to Business Process Change *Chapter 2 © 2013 – A Singh - Dept of IT 2 Vision/mission [reason for existence] Strategy [how to operationalize the mission?] Objectives [achieve the objectives through business process] © 2013 – A Singh - Dept of IT 3 © 2013 – A Singh - Dept of IT 4 Michael Porter: Author and researcher in the field of organizational strategy Proposes 2 paths for org
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Introduction Step One: Select the process and build support Step Two: Determine current performance Step Three: Determine where performance should be Step Four: Determine the performance gap Step Five: Design an action plan Step Six and Beyond: Continuously improve The new economy represents a transformed business environment brought about by changes related to technology‚ people‚ culture and process; a marketplace created by significant shifts in business and cultural value dynamics
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describes a business process management approach to automating and managing the claims flow process in an insurance company using tools available in a service oriented architecture (SOA). Illustrates business process management and system building in a contemporary‚ service-oriented architecture environment. L= 7:21. Systems URL http://www.youtube.com/watch?v=cDfQunJ12Mc NOTE Students are advised to view the Instructional Videos for this case and to read the Learning Track “Primer Business Process
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One Team Twice as Strong… These will be the guiding words through the integration process where sound decisions and critical actions need to be carried out in order to achieve the ultimate goal: 1. To keep Wachovia intact and preserve the value of an integrated company” 2. To bring “the best in service from Wachovia and the best in sales from Wells Fargo” The main areas of focus for the workforce integration are Employee retention‚ Identify and Engage Top Talent Determine which high performers
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flexibility and the cost efficiency of business processes. Journal of the Association for Information Systems..7‚ No.3 pp. 122-147. The work of Gebauer and Schober entitled “Information System Flexibility and the Cost Efficiency of Business Processes” states that for an information system (IS) must be flexible if it is effective and must “be able to accommodate a certain amount of variation regarding the requirements of the supported business process.” The problem statement is clear
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Statement Vandelay Industries‚ a global‚ multi-billion dollar corporation that manufactured industrial rubber and latex process equipment‚ was being ran on out-dated‚ fragmented‚ manufacturing and order fulfillment systems. Each manufacturing facility had purchased its own manufacturing resource planning (MRP) software and customized both their software programs and business processes specifically to their own plant’s needs. The diverse MRP solutions being used throughout the company were then
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procedures and documentation. Drag and drop facility so you can easily relate organizational and data objects to each step in the process Customizable meta data fields‚ so that you can include information relating to your industry‚ business sector or organization in your documentation Analysis‚ such as swim-lanes to show visually how responsibilities in a process are transferred between different roles‚ or where data items or computer applications are used. Support for Value Stream mapping.
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