Database Reference
In-Depth Information
Business visionary
Identifying customer
value gaps
Competitive
benchmarking
Business process
selection
Implement
re-engineered processes
Create process maps
and analyze processes
Innovate for
breakthrough improvement
Figure 7.3
the alternate activities of Business Visioning and BPR.
surpass MAVs are destined to thrive, those that only meet the MAVs will survive, and those that
fall short of the MAVs may fail.
CVDs are those business imperatives that must happen if the enterprise wants to close the
competitive gap and are similar to the critical success factors (CSFs) at the enterprise level. CVDs
are in terms of factors like
◾
Time (lead time, cycle time, and so on)
◾
Flexibility (customization, options, composition, resource network interfaces, and so on)
◾
Responsiveness (lead time, duration, number of hand-offs, priority, number of queues, and
so on)
◾
Quality of work (rework, rejects, yield, and so on)
Market segmentation is performed based on the customer value and the corresponding CVDs.
Such a market segmentation helps in suggesting corrective strategic and tactical actions that may
be required, such as in devising a process-oriented strategic business plan. The strategic plan can
in turn help identify the major processes that support these critical value determinants that must
be innovatively improved and re-engineered.
7.2.1.1 Identifying the Business Processes in the Company
All business processes in an enterprise are identified and recorded. A process can be defined as a
set of resources and activities necessary and sufficient to convert some forms of input into some
forms of output. Processes can be internal or external, or a combination of both. They have cross
