LEAD Reference Content:Value-oriented Process Modelling Example - Revision history

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Admin: Created page with "{{DISPLAYTITLE: Value-oriented Process Modelling Example}} == Value-oriented Processes Modelling example sorted after Strategic, Tactical and Operational Tiers == {| class="w..."

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Created page with "{{DISPLAYTITLE: Value-oriented Process Modelling Example}} == Value-oriented Processes Modelling example sorted after Strategic, Tactical and Operational Tiers == {| class="w..."

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{{DISPLAYTITLE: Value-oriented Process Modelling Example}}
== Value-oriented Processes Modelling example sorted after Strategic, Tactical and Operational Tiers ==

{| class="wikitable" style="text-align: left; font-size: 10px; width: 100%;"
|- style="vertical-align: middle;"
| style="width: 10%; background: #0b98d6; color: #ffffff;" | '''Business Model Level'''
| style="width: 10%; background: #0b98d6; color: #ffffff;" | '''BPM Key Focus'''
| style="width: 10%; background: #0b98d6; color: #ffffff;" | '''Processes'''
| style="width: 10%; background: #0b98d6; color: #ffffff;" | '''Activities'''
| style="width: 20%; background: #1f992d; color: #ffffff;" | '''Key Performance Indicators'''
| style="width: 20%; background: #1f992d; color: #ffffff;" | '''Critical Success Factors'''
| style="width: 20%; background: #1f992d; color: #ffffff;" | '''Strategies & Objectives'''
|- style="vertical-align: top;"
| Strategic
| Strategy process
| Evaluate performance of existing products/services against market opportunities
|
| Improve platform and portfolio strategies for products and services
| Strengthen innovation – CMO, CRDO
| Improve competitiveness – CEO
|-
|
|
| Manage sales, partners and alliances
| Evaluate partner/alliance results
| Increase focus on partnership, merger, and acquisition opportunities
| Improve partner and relationship collaboration – CFO, COO
|
|-
|
|
| Develop production and materials strategies
| Define production network and supply constraints
| Develop low-inventory business models
| Improve logistics, material and services – COO
| Improve operational efficiency – CEO
|-
|
|
| Develop and manage media
| Define target audience
| Enter new segments and markets
| Increase revenue through volume optimization – CFO, CMO
| Increase shareholder value – CEO
|-
|
|
| Develop the IT development strategy
| Establish sourcing strategy for IT development
| Consolidate or outsource IT design, development, and deployment services
| Reduce sales and administration costs – CFO, COO
|
|-
|
|
| Establish marketing budgets
| Confirm marketing alignment to business strategy
| Align advertising with pricing strategies
| Increase revenue through price optimization – CFO, CMO
|
|-
|
|
| Coordinate and align functional and process strategies
|
| Improve alignment of customer, product, sales, service, support, and fulfillment strategies
| Improve risk management – CFO, CRSO
| Lower risk – CEO
|-
|
|
| Develop and perform preventive law programs
|
| Improve anticipation and understanding of current and potential regulation/ legislation
| Optimize regulation compliance – CFO
|
|}

Table 1: Value-oriented Processes Modelling example sorted after Strategic, Tactical and Operational Tiers.

'''Document''': [[Media:Value Driver Processes Sorted After Strategic, Tactical, and Operational Levels.pdf|Download the 'Value-oriented Processes Modelling example sorted after Strategic, Tactical and Operational Tiers' document.]]

[[Category: Performance Management]]
[[Category: Value Management]]

@@ Line 6: / Line 6: @@
 | style="width: 10%; background: #0b98d6; color: #ffffff;" | '''Business Model Level'''
 | style="width: 10%; background: #0b98d6; color: #ffffff;" | '''BPM Key Focus'''
-| style="width: 10%; background: #0b98d6; color: #ffffff;" | '''Processes'''
+| style="width: 10%; background: #1f992d; color: #ffffff;" | '''Processes'''
-| style="width: 10%; background: #0b98d6; color: #ffffff;" | '''Activities'''
+| style="width: 10%; background: #1f992d; color: #ffffff;" | '''Activities'''
-| style="width: 20%; background: #1f992d; color: #ffffff;" | '''Key Performance Indicators'''
+| style="width: 20%; background: #0b98d6; color: #ffffff;" | '''Key Performance Indicators'''
-| style="width: 20%; background: #1f992d; color: #ffffff;" | '''Critical Success Factors'''
+| style="width: 20%; background: #0b98d6; color: #ffffff;" | '''Critical Success Factors'''
-| style="width: 20%; background: #1f992d; color: #ffffff;" | '''Strategies & Objectives'''
+| style="width: 20%; background: #0b98d6; color: #ffffff;" | '''Strategies & Objectives'''
 |- style="vertical-align: top;"
 | rowspan="8" | Strategic
@@ Line 51: / Line 51: @@
 | Improve alignment of customer, product, sales, service, support, and fulfillment strategies
 | Improve risk management – CFO, CRSO
-| Lower risk – CEO
+| rowspan="2" | Lower risk – CEO
 |-
 | Develop and perform preventive law programs
@@ Line 57: / Line 57: @@
 | Improve anticipation and understanding of current and potential regulation/ legislation
 | Optimize regulation compliance – CFO
 |}

@@ Line 35: / Line 35: @@
 | Enter new segments and markets
 | Increase revenue through volume optimization – CFO, CMO
-| Increase shareholder value – CEO
+| rowspan="3" | Increase shareholder value – CEO
 |-
 | Develop the IT development strategy
@@ Line 41: / Line 41: @@
 | Consolidate or outsource IT design, development, and deployment services
 | Reduce sales and administration costs – CFO, COO
 |-
 | Establish marketing budgets
@@ Line 47: / Line 46: @@
 | Align advertising with pricing strategies
 | Increase revenue through price optimization – CFO, CMO
 |-
 | Coordinate and align functional and process strategies

@@ Line 18: / Line 18: @@
 | Improve platform and portfolio strategies for products and services
 | Strengthen innovation – CMO, CRDO
-| Improve competitiveness – CEO
+| rowspan="2" | Improve competitiveness – CEO
 |-
 | Manage sales, partners and alliances
@@ Line 24: / Line 24: @@
 | Increase focus on partnership, merger, and acquisition opportunities
 | Improve partner and relationship collaboration – CFO, COO
 |-
 | Develop production and materials strategies

@@ Line 13: / Line 13: @@
 |- style="vertical-align: top;"
 | rowspan="8" | Strategic
-| Strategy process
+| rowspan="8" | Strategy process
 | Evaluate performance of existing products/services against market opportunities
+|
@@ Line 20: / Line 20: @@
 | Improve competitiveness – CEO
 |-
 | Manage sales, partners and alliances
 | Evaluate partner/alliance results
@@ Line 28: / Line 26: @@
+|
 |-
 | Develop production and materials strategies
 | Define production network and supply constraints
@@ Line 36: / Line 32: @@
 | Improve operational efficiency – CEO
 |-
 | Develop and manage media
 | Define target audience
@@ Line 44: / Line 38: @@
 | Increase shareholder value – CEO
 |-
 | Develop the IT development strategy
 | Establish sourcing strategy for IT development
@@ Line 52: / Line 44: @@
+|
 |-
 | Establish marketing budgets
 | Confirm marketing alignment to business strategy
@@ Line 60: / Line 50: @@
+|
 |-
 | Coordinate and align functional and process strategies
+|