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Business process reengineering

Business Process Reengineering Cycle Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2] BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. Business process re-engineering is also known as business process redesign, business transformation, or business process change management. Overview[edit] Reengineering guidance and relationship of Mission and Work Processes to Information Technology. History[edit] Related:  Business models

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Bedrijven als speeltuin voor de duistere drie Martin Shkreli De lijst wordt steeds langer, die van frauderende managers in bedrijven en organisaties, en de manier waarop ze het doen wordt steeds vileiner en explosiever. Vanuit Rabo werd de Libor rente gemanipuleerd, Imtech ging aan corruptie ten onder, bij het IEA helpen ze de fossiele energielobby om schone energie uit de markt te houden en bij Volkswagen en welke andere automakers nog meer belazeren ze zowel de wetgevers als de klanten. Toezichthouder De Nederlandsche Bank (DNB) heeft onlangs nog tientallen instellingen uit de financiële sector op de vingers getikt vanwege onwenselijk gedrag van personeel. Het grootste voorbeeld van stuitend ondernemersgedrag is sinds vorige week Martin Shkreli van Turing Pharmaceuticals, die met miljoenen aan particulier investeringsgeld oude rechten op medicijnen opkocht, en vervolgens de prijs daarvan met vierduizend procent verhoogde, van 15,- per pil naar 600,- per pil. De schade die frauderende managers veroorzaken is niet te overzien.

The what and why of product experimentation at Twitter Experimentation is at the heart of Twitter’s product development cycle. This culture of experimentation is possible because Twitter invests heavily in tools, research, and training to ensure that feature teams can test and validate their ideas seamlessly and rigorously. The scale of Twitter experiments is vast both in quantity and variety — from subtle UI/UX changes, to new features, to improvements in machine learning models. Build a hypothesis: Come up with an idea for a new feature or an improvement to an existing one.Define success metrics: Estimate the “opportunity size” — number of users who will be affected by the change. A/B Testing, decision-making, and innovation The Product Instrumentation and Experimentation (PIE) team at Twitter thinks about philosophy of experimentation a lot. The benefits of testing, and a little about incrementalism This is not due to something fundamental about A/B testing. Some may look at incremental changes as insufficient. Experimenting responsibly

Futurist Thomas Frey outlines a number of possibilities for libraries Frey, a former IBM engineer who is now executive director of the Colorado-based DaVinci Institute, outlined ways libraries may evolve in the future. Some 2 billion jobs will disappear by 2030, Frey predicted, as software and apps disrupt traditional businesses. The emerging “sharing economy” will create more enterprises like Uber and Airbnb, with independent operatives linked by apps. More workers, he suggested, will be freelancers, temps, independent contractors and self-employed entrepreneurs “co-working” in collaborative spaces very different from the traditional office. Individuals will be surrounded by thousands of sensors; your coffeemaker, Frey said (not entirely joking), will be smarter than you are. Tens of thousands of drones will be everywhere, Frey predicted, not just flying in the air but running on roads or navigating waterways. And what does this mean for libraries? Article via Star News Online

How to find talent for jobs that don’t exist yet The pace of business innovation continues to exceed our expectations and imagination especially, when it comes to the world of work. Not only is technology impacting how we work and interact with each other, it’s transforming what we actually do for work. Consider this: 2 billion jobs that exist today will disappear by 2030, according to futurist Thomas Frey. 2 billion. That’s roughly 50% of all of jobs worldwide. Cathy N. Davidson, Duke University professor, backed up this prediction in her book Now You See It, noting that 65% of children entering grade school this year will assume careers that don’t yet exist. How can you possibly plan for a future workforce with jobs we can’t today know? The future of talent acquisition relies on a broad footprint enabled by technology The dynamic of workforce mix is changing. This new approach does not come without risk. To create an employer brand that is more fluid and differentiated, CHROs should consider four things: 1. 2. 3. 4. Article via Forbes

The Architecture of Participation by Tim O'Reilly June 2004 I've come to use the term "the architecture of participation" to describe the nature of systems that are designed for user contribution. Larry Lessig's book, Code and Other Laws of Cyberspace, which he characterizes as an extended meditation on Mitch Kapor's maxim, "architecture is politics", made the case that we need to pay attention to the architecture of systems if we want to understand their effects. I immediately thought of Kernighan and Pike's description of the Unix software tools philosophy referred to above. And of course, the Internet and the World Wide Web have this participatory architecture in spades. In addition, the IETF, the Internet standards process, has a great many similarities with an open source software project. The web, however, took the idea of participation to a new level, because it opened that participation not just to software developers but to all users of the system. Return to: tim.oreilly.com

financieel-management “Ik eet mijn Nike’s op als Finance de architect of choreograaf zou zijn van het verdienmodel van de toekomst!”, zei een jonge bevlogen startup founder onlangs tijdens de opening van het Jaarcongres Finance Transformation. De toon is gezet en het mag voor iedereen geen verrassing zijn dat de wereld exponentieel snel verandert. Veel organisaties lijken ‘verdraaid’ en ‘vast’ te zitten in hun eigen systeem. Uit onderzoek blijkt dat 50% tot 70% van de medewerkers min of meer ‘afgehaakt’ is. Veel succesvolle en nieuwe startups zien in dat de huidige manier van (samen)werken en systemen aan een grens gekomen is. Om de status quo te doorbreken gaan de startups niet het (concurrentie)gevecht met de bestaande businessmodellen aan. Welke doorbraken kunnen vanuit Finance gerealiseerd worden om van een ‘Verdraaide Olietanker’ te transformeren in een ‘Exponentiële Speedboot’? FINANCE TRANSFORMATIE: van Verdraaide Olietanker (rups)  naar Exponentiële Speedboot (vlinder) Tsunami van technologie

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