標(biāo)題: Titlebook: Business Process Transformation; The Process Tangram Chitra Sharma Book 2015 Springer India 2015 Business Process Management.Change Manage [打印本頁] 作者: FERN 時(shí)間: 2025-3-21 18:43
書目名稱Business Process Transformation影響因子(影響力)
書目名稱Business Process Transformation影響因子(影響力)學(xué)科排名
書目名稱Business Process Transformation網(wǎng)絡(luò)公開度
書目名稱Business Process Transformation網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Business Process Transformation被引頻次
書目名稱Business Process Transformation被引頻次學(xué)科排名
書目名稱Business Process Transformation年度引用
書目名稱Business Process Transformation年度引用學(xué)科排名
書目名稱Business Process Transformation讀者反饋
書目名稱Business Process Transformation讀者反饋學(xué)科排名
作者: 預(yù)防注射 時(shí)間: 2025-3-21 20:14 作者: Enzyme 時(shí)間: 2025-3-22 01:20
https://doi.org/10.1007/978-3-319-78780-0xercise. Besides offering an overview of how the chapters are organized, it covers the origin of the “Process Tangram” and the associated “tans.” The “tans” transformation program, triggers, goals, tools and techniques, culture, communication, and success factors are joined together to enable a uniq作者: Aprope 時(shí)間: 2025-3-22 05:06 作者: strain 時(shí)間: 2025-3-22 09:43 作者: 不公開 時(shí)間: 2025-3-22 14:51 作者: Permanent 時(shí)間: 2025-3-22 19:10 作者: 悠然 時(shí)間: 2025-3-22 22:29 作者: 殘忍 時(shí)間: 2025-3-23 04:25 作者: DEI 時(shí)間: 2025-3-23 07:53
https://doi.org/10.1007/978-981-15-9046-7ion through the “tans” of the Process Tangram. This chapter is an attempt to recapitulate what was covered through the book from the perspective of applying the framework to actual business situations.作者: 愛社交 時(shí)間: 2025-3-23 11:25 作者: debunk 時(shí)間: 2025-3-23 15:52 作者: 浮夸 時(shí)間: 2025-3-23 21:19 作者: 極為憤怒 時(shí)間: 2025-3-23 23:02 作者: 摘要記錄 時(shí)間: 2025-3-24 03:14
2192-8096 ture and change management.Enables users to create their ownThis book presents a framework through transformation and explains? how business goals can be translated into realistic plans that are tangible and yield real results in terms of the top line and the bottom line. Process Transformation is l作者: 偶然 時(shí)間: 2025-3-24 08:42
https://doi.org/10.1007/978-3-319-78780-0“tans” transformation program, triggers, goals, tools and techniques, culture, communication, and success factors are joined together to enable a unique picture of each transformation. It is an attempt to lay the foundation of operationalizing transformational thoughts into action.作者: Contracture 時(shí)間: 2025-3-24 12:14 作者: COWER 時(shí)間: 2025-3-24 15:32 作者: 執(zhí)拗 時(shí)間: 2025-3-24 21:15
The Importance of Being Primitivee “as is” process and “to be” process can be modeled. In order to facilitate understanding, the important conceptual frameworks are discussed. Once it is known, what is to be modeled, business process modeling and notation come into picture. This chapter explains process modeling with BPMN2.0 and provides guidelines for documentation.作者: 流浪 時(shí)間: 2025-3-25 01:33 作者: Incumbent 時(shí)間: 2025-3-25 03:54 作者: 我不明白 時(shí)間: 2025-3-25 10:05
Culture and Communication,. Culture is divided into value system, organization structure, motivation, change management, conflict management, and capability development. Communication is divided into engagement strategy, stakeholder analysis, communication plan, identification of barriers to communication, communication package, and feedback and evaluation.作者: Oratory 時(shí)間: 2025-3-25 15:20
Success Factors,tion, portfolio management approach, adequate funding, cross-functional teams, flexible IT architecture, MIS, and knowledge assets. This chapter provides insight into how these factors affect the transformation. It also provides a perspective on how these factors can be effectively utilized to maximize the benefits.作者: 隱士 時(shí)間: 2025-3-25 17:52 作者: Demulcent 時(shí)間: 2025-3-25 21:17
Change Management,s agility like never before. There is no one rule for success, yet there are models that can be looked upon for guidance while embarking on a change initiative. This chapter explores the application of change management models and theories by working out a case of Semicron, a fictitious semiconductor foundry.作者: 使腐爛 時(shí)間: 2025-3-26 03:48 作者: 腐蝕 時(shí)間: 2025-3-26 06:25 作者: Repatriate 時(shí)間: 2025-3-26 10:25 作者: harangue 時(shí)間: 2025-3-26 15:52
Optimal Design of Double-Layer Grids,ess transformation is a commonly applied paradigm used to denote a journey of bringing about a substantial change and improvement typically on cross-functional processes in any organization. The first four “tans” of the process tangram, transformation program, triggers, goals, and tools and techniques, are covered in this chapter.作者: Antioxidant 時(shí)間: 2025-3-26 16:55 作者: 修改 時(shí)間: 2025-3-27 01:00
Introduction,xercise. Besides offering an overview of how the chapters are organized, it covers the origin of the “Process Tangram” and the associated “tans.” The “tans” transformation program, triggers, goals, tools and techniques, culture, communication, and success factors are joined together to enable a uniq作者: 斜坡 時(shí)間: 2025-3-27 03:18
Transformation Program, Triggers, Goals, and Tools and Techniques,al dynamics propels organizations to look for a mechanism to not only reach the desired state but also to create and maintain the capability to do so. This requires a transformation which involves the process of transformation itself as well as complete changes in terms of value add or utility. Proc作者: Free-Radical 時(shí)間: 2025-3-27 06:30
Culture and Communication,al in the “Process Tangram.” Transformation requires people to adapt to the changing environment. Culture and communication help in achieving the same. Culture is divided into value system, organization structure, motivation, change management, conflict management, and capability development. Commun作者: 檢查 時(shí)間: 2025-3-27 09:55
Success Factors,success factors covered in this chapter are leadership commitment, clear strategy and vision, value focus, quality, innovation, speed, process orientation, portfolio management approach, adequate funding, cross-functional teams, flexible IT architecture, MIS, and knowledge assets. This chapter provi作者: groggy 時(shí)間: 2025-3-27 15:09 作者: 無底 時(shí)間: 2025-3-27 21:48
Change Management,ement is the means to do so. Organizations should have a culture of openness to embrace change. Change management is complex and ambiguous and requires agility like never before. There is no one rule for success, yet there are models that can be looked upon for guidance while embarking on a change i作者: 豐滿中國 時(shí)間: 2025-3-27 23:20
Managed Services: A Case of Business Process Transformation?,hus enabling them to focus on tactical and strategic aspects. The radical speed of change in business and technology, coupled with the demands of the customer, makes managed services very useful for operators. In this chapter, “managed services in telecom” is evaluated for a fictitious telecom opera作者: Pseudoephedrine 時(shí)間: 2025-3-28 02:19 作者: insurgent 時(shí)間: 2025-3-28 08:53 作者: Lime石灰 時(shí)間: 2025-3-28 11:20 作者: 生命 時(shí)間: 2025-3-28 18:26
10樓作者: NOMAD 時(shí)間: 2025-3-28 22:11
10樓作者: 放逐某人 時(shí)間: 2025-3-29 02:40
10樓作者: FLOUR 時(shí)間: 2025-3-29 04:56
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