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陈广乾流程决定核心竞争力(Chen Guangqian the process of core competence)
陈广乾流程决定核心竞争力(Chen Guangqian the process of core competence)
Chen Guangqian: the process of core competence
The process has become one of our eras most fashionable language. However, when we ask ourselves: what is the process, further asked: the process and the core competitiveness of enterprises in the end what is the relationship between, in fact is not a easy answer.
Author: Chen Guangqian published: 2009-12-23 from: China information
For enterprise managers, strategic thinking, their design, their management and governance structure of their policies, their business decision-making and daily management, is more focused on, or focus on the industry or business model itself (Business Model), in the business logic or business rules (Business Rules), in the path of strategic landing (Roadmap), in the strategic organizational performance (Strategic Performance), the ability to enhance the level of human capital. The fact is, the business process optimization in the macro sense, or business process change. Than the optimization of business process or business process change, more scientific definition, should be called business process management: Business Process Management (BPM), which is a cover of the optimization, also covers innovation, but also covers the concept of reengineering, end to end loop. Obviously, our end-to-end closed-loop management of business process is to explore the operation rules of business process itself, is to change it, innovation it, optimize it, so as to obtain government service the rationality, fairness and efficiency, and to realize the companys strategic objectives, such as target, profit the target and market share targets or customer and shareholder satisfaction goals.
The last ten years, when it comes to business management, not what can these two words more than flow into our ears, hanging on our lips. The process has become one of our eras most fashionable language. However, when we ask ourselves: what is the process, further as
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