How well does your organization respond to changing market conditions, customer needs, and emerging technologies when building software-based products? This practical guide presents Lean and Agile principles and patterns to help you move fast at scale—and demonstrates why and how to apply these paradigms throughout your organization, rather than with just one department or team. Through case studies, you’ll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Discover how Lean focuses on people and teamwork at every level, in contrast to traditional management practices Approach problem-solving experimentally by exploring solutions, testing assumptions, and getting feedback from real users Lead and manage large-scale programs in a way that empowers employees, increases the speed and quality of delivery, and lowers costs Learn how to implement ideas from the DevOps and Lean Startup movements even in complex, regulated environments

This book presents, as a how-to guide, a compelling methodology for improving the operational and financial performance of a firm. The book focuses on the optimum utilization of capital assets and human resources to support the firm's business strategy and, therefore, gain a competitive advantage. It complements publications on the Balanced Scorecard by providing rather detailed sets of performance metrics applicable to Supply Chain, Customer Relationship Management, and Intellectual Capital improvement efforts. Managers involved in business improvement programs will benefit from the development of performance metrics for intellectual capital. MBA students will find especially useful the concise description of the best practices and issues affecting enterprise performance today. Reviews Finally, consideration for non-financial assets handled in a non-financial manner. A coming together of several current management concepts, along with a way to measure and evaluate their value to the company. A useful reference for building, implementing and evaluating a plan of improved efficiency. L. Sehr RA/AVP, Bank of America, San Jose, California This book provides a good overview of important financial and process redesign concepts that can influence business performance. This resource covers a broad range of ideas from continuous improvement, business strategies, balanced scorecards and value measurement tools. Non-financial persons will find this especially helpful, as information is presented in a non-technical manner, a quick read and intuitively links each idea or concept. David Bell Senior Manager, Guidant, Inc., Santa Clara, California The High Performance Enterprise is written in a very readable and concise language. The authors manage to explain in a very direct way the relationship between enterprise high performance and each of the four steps to achieving it; all this, without getting bogged down with the details on specific techniques and practices that are generally known in the industry. The discussion stays focused on the importance of metrics and simulation and their link to overall financial/accounting concepts that gauge the value of the enterprise and its performance. Because the book touches on, and gives examples of, all major functional aspects of an enterprise, I would recommend it for use in an undergraduate strategic management or capstone course in business administration program. The book would be particularly useful in an MBA course. George Guim Ed.D. Head of Business Administration Department The National Hispanic University, San Jose, California

Continuously changing customer and market requirements have become a dominating factor in today’s global business environment. Enterprises have to take smart decisions and execute fast. Innovation and agility become key success factors. Process excellence is the glue that brings everything together. The Management of Process Excellence (MPE) has become a main enabler of High Performance. It leads to a functioning "Real-Time Enterprise". MPE links strategy with people and technology, like Service-Oriented Architectures (SOA) or Web 2.0. Knowledge assets, such as Process Reference Models, increase productivity. Emergent Processes and Inter-enterprise Collaboration are addressed specifically. MPE delivers Process Governance for large organizations as well as for small and medium enterprises. The book addresses executives and managers as well as educators and students.

This management book presents value-driven business process management as a successful discipline to turn strategy into people- and technology-based execution, quickly and at minimal risk. It shows how to achieve high performance successfully in a digital business environment. Static business models do not keep pace with the dynamic changes in our digital world. Organizations need a management approach that fits this environment and capitalizes on its opportunities while minimizing the related risks. They need to execute their business strategy fast and reliably. In effect, they have to know how and when to modify or enhance their business processes, which processes are the best candidates for intervention, and how to move rapidly from strategy to execution. This means organizations need to establish business process management as a real management discipline. The importance of process innovation, digital technology and people aspects, process governance, internationalization, emerging processes and the unique situation in mid-market organizations are some of the key topics discussed in this book. It ends with a comprehensive case study and a discussion about what process engineers can learn from jazz musicians.

A workable blueprint for developing and implementing performance management in order to improve revenue growth and profit margins Enterprise performance management (EPM) technology has been rapidly advancing, especially in the areas of predictive analysis and cloud-based solutions. Real Enterprise Performance Management introduces a framework for implementing and managing next-generation functionality for better insight, focus, and alignment of EPM. This blueprint shows that EPM can have a direct positive impact on revenue growth, operating margin, asset utilization, and cash cycle efficiency. Introduces a framework for implementing and managing next-generation functionality for better insight, focus, and alignment Reveals that EPM can have a strong impact on revenue growth, operating margin, asset utilization, cash cycle efficiency Today's businesses have a great deal of data and technology, but less-than-fact decisions are still made. Executives need a structured framework for gathering, analyzing, and debating the best ways to deploy capital, people and time. Real Enterprise Performance Management joins IT and finance in a digestible blueprint for developing and implementing performance management in order to improve revenue growth and profit margins.

This volume contains five sections: section one provides a brief historical discussion of the oil industry and the forces which constantly drive the need for change; section two and three detail business strategies and tips for building and maintaining high-performance operations; section four examines the special case of national oil companies; and section five discusses integration, looking at issues relevant to the 21st century.

The fastest growing and most competitive organizations in the world have no bureaucracies, no bosses, and no bullshit. The tomato sauce in your pantry. The raincoat in your closet. The smart TV hanging in your living room. What do all of these products have in common? Chances are they were created by organizations where colleagues self-allocate into teams based on intrinsic motivation. Where individuals self-manage their commitments to each other without the coercion of managers. And where teams launch new products and ventures on the market without the control of leaders. These organizations represent a new, radically collaborative breed of corporation. Recently doubling in number and already comprising 8% of corporations around the world, scientists and researchers have discovered that radically collaborative organizations are more competitive on practically every meaningful financial measure. They enjoy higher market share, higher innovation, and higher customer satisfaction than their traditional corporate competitors—and they also enjoy higher engagement, loyalty, and motivation from their employees. In this groundbreaking book, technology thought leader and organizational architect Matt K. Parker breaks down the counterintuitive principles and practices that radically collaborative organizations thrive on. By combining the latest insights from organizational science, sociology, and psychology, he illuminates four imperatives that all radically collaborative organizations must embrace in order to succeed: team autonomy, managerial devolution, deficiency gratification, and candid vulnerability. Millions of workers around the world are collapsing under the weight of command-and-control culture. The crisis has reached its breaking point. Now is the time to embrace radical change. Discover the revolutionary shift to partnership and equality and the economic superiority that follows with A Radical Enterprise.