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COIT20252 Business Process Management

   

Added on  2020-04-13

21 Pages7267 Words149 Views
Running head: BUSINESS PROCESS MANAGEMENTBusiness process management University NameStudent NameAuthors’ Note

2BUSINESS PROCESS MANAGEMENT Executive summary: In this particular assignment, the critical evaluation of International business machinesCorporation is done by analyzing the given case study. Such study is conducted fordeveloping of new ways for dealing with risk issues and tacking of potential changemanagement within the organization. The idea and the critical views have been taken fromthe given case study and other sources such as website of the company as well as somearticles sourced from authentic websites. The report is divided into four structurescomprising of business process and design, process change and innovation, risk issues andpotential change management and process performance evaluation. Each part is discussedunder several sub headings by discussing in details each factors. Evaluation of the facts havehelped in arriving at conclusion that depicts where organization is lacking and accordinglyimplementing the recommendations made.

3BUSINESS PROCESS MANAGEMENTTable of ContentsIntroduction:...............................................................................................................................5Discussion:.................................................................................................................................6Part 1:.........................................................................................................................................6Framework of innovation:..........................................................................................................6Organizational structure and design:..........................................................................................7Funding model:..........................................................................................................................8Business integration and transformation:...................................................................................9Part 2:.......................................................................................................................................10Innovation strategy:..................................................................................................................10Leadership team and key stakeholders:....................................................................................11Key business process of innovation:........................................................................................12Technology role in innovation:................................................................................................12Project management and project selection:..............................................................................13Part 3:.......................................................................................................................................14Evaluating investments:...........................................................................................................14Method and metrics of performance management:..................................................................15Balance scorecard method:......................................................................................................16Product development cycle and process measurement:...........................................................17Part 4:.......................................................................................................................................19Dealing with failures:...............................................................................................................19Critical success factors:............................................................................................................20Enabler and barriers of innovation:..........................................................................................20Lessons leant and path of future:.............................................................................................21Conclusion:..............................................................................................................................22References list:.........................................................................................................................24

4BUSINESS PROCESS MANAGEMENTIntroduction:The report is prepared for critically evaluating the process of business managementstrategy undertaken by IBM. For conducting the study on evaluation of such process, reportincorporates discussion on process of innovation strategy, structure of organization,infrastructure and other business process such as funding model and product developmentcycle. IBM (International business machines Corporation) is the provider of services ofprofessional solutions and consultant worldwide and is a manufacturer, developer andinventor of system of information technologies such as software, computer system, microelectronics and storage system. The success of company is attributable to software and theservices offered account for half of the revenue (ibm.com 2018). Need of company to play aprominent role in innovative culture is established and however, there is always uncertaintyattached to it. Analysis of the various process of business management of the organization isbased on the case study provided. Using the information from the case study, the analysis ofrisk faced by IBM and potential change management along with the performance evaluationprocess is conducted. Study on evaluation of IBM’ business is done into three partsincorporating need for innovation in company, improvement and business process design,performance evaluation process and risk issues and potential change management. All theabove mentioned points are explained by conducting the critical analysis and identification ofrelevant points. Discussion:Part 1:Framework of innovation:Innovation at IBM is viewed as business model defined as use of current thinking andnew ideas in a fundamentally different ways that can bring about considerable change inorganization. The innovation strategy of company cannot be presented by one single personbecause of its complexities. Innovation helps in providing tangible value to business and itoccurs at the intersection of technological invention and business insight. Innovation isapproached by company across three interconnected dimensions such as process, productsofferings and business model innovation (Kasemsap 2017). A set of sustaining enablers

5BUSINESS PROCESS MANAGEMENTsupports these three types of innovation. All such form of innovation is sustained and they areenabled by culture that stimulates, reward and value innovation. Marketing and offeringsfocus on finding out new ways for meeting the needs of stakeholders and customers. Businessmodels on other hand involve development of new approaches for structuring and extendingthe enterprise. Operations are driven by the need of changing outcome considerably forsupporting the need to service, market and channel new product. The culture of innovation atorganization is created by generation of idea, metrics and incentives, incubation and structureand technology and tools (Kerzner and Kerzner 2017). For the future success of business, innovation is regarded as the key requirement andas per the research; the current focus is on innovation and it is required by executives ofbusiness to commit their time and energy to strategic innovation. Nevertheless, IBM facessome of major barriers while managing system, establishing climate and investment prioritiesto sustain and promote innovative actions and such barriers are related to people and internalculture. The outcome and efficiency of innovation process can be improved by integration oftechnology and business in areas of new product development and consumer insights areas(Alotaibi 2016). Organizational structure and design:Organizational structure is used by organization as strategic means for streamliningthe development of products and its delivery in the market of information technology. Suchcharacteristics enable company to align various aspects of business with vision and missionof company. The organizational structure of IBM is that of divisional product type and themain characteristics of this particular type of organizational structure involvement of businessrepresentation process in managing the production, development, sales and distribution ofproducts. Corporate structure of IBM comprised of product type divisions, geographicaldivisions and function based segments. Innovation at IBM is enhanced by aligning thedecision closer to employees and client interacting with them and shifting of the resources(Klun and Trkman 2017). Product type divisions- The core business offerings of IBM is the product typedivisions in the structure of organization. This particular division incorporate global businessservices, cognitive solutions, global financing system and cloud platforms and technologyservices. Core business of firms incorporates this primary structure attribute aligning with themarket and industrial transformation (Ilahi et al. 2016).

6BUSINESS PROCESS MANAGEMENTGeographical based divisions- Despite regional differences in the market, thecharacteristics of corporate structure lies in effectively managing the global business. Forexample, organization has geographic division for addressing the market issues specific toAsia pacific region. Effective business management in the organization is facilitated byforming geographical division (Suriadi et al. 2014). Function based segments- The global business of information technology is supportedby this characteristic of organizational structure of IBM. Providing organization with widesupport for each divisions of product type is the main objective of this structural feature ofstructure. Funding model:Innovation development at IBM is either co funded with other or it is fundedinternally. The process of internal funding consists of funding by corporate, business unitsand by cross enterprise transformation. There is a planning process of budget allocation andstrategy setting for financially justifying the budget incorporated in the innovation process.An emerging business opportunity program is established by IBM for which the business unitis accountable for innovation. Business units are the primary source of funding for each of theemergency business opportunity and they are managed by EBO leaders, corporate strategy,operational and finance staffs. There are three funding mechanisms for the development ofprojects outside IBM incorporating co development with clients, co development withbusiness partners and co development with universities. A certain percentage of funding is kept aside for riskier and adventurous projects anda strategy of exploratory budgets is maintained. Research and development at IBM is fundedpartly by the allocation of funds from business units and at the corporate level. All theresearch work that is done jointly is aligned strategically with products of next generation thatare managed and funded jointly. Allocation of funding from all business units is done to theenterprise level if the management of innovation is done by the cross enterprisetransformation enterprise. Business integration and transformation:The on demand business at IBM is defined as transformation process across enterpriseand process. This will help in integration of new process and application inside the businessamong the distributors and suppliers at the end of business. Focusing on the businesstransformation is one of the main challenges faced by demand model. A management system

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