From Corporate Strategy to Process Performance — What Comes after Business Intelligence?

Helge Heß
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Helge Heß: IDS Scheer AG

A chapter in Corporate Performance Management, 2006, pp 7-29 from Springer

Abstract: Summary If companies are to succeed in today’s markets, it is absolutely essential that their centralkey processes be designed efficiently. In issues of company analysis, traditional Business Intelligence projects have often not delivered the results that are required in order to be able to derive direct optimization measures in terms of times, costs and quality. The aim of Corporate or Process Performance Management is to optimize the process sequences at work in the company through computer-supported analysis of process structures in conjunction with key performance indicators, so as to organize them more effectively. New approaches in communication and activity analysis yield optimization options whose effects are felt far beyond those of conventional Business Intelligence solutions.

Keywords: Process Performance Management; process management; key performance indicator systems; service level agreements; process mining; right-time monitoring; organizational analysis (search for similar items in EconPapers)
Date: 2006
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DOI: 10.1007/3-540-30787-7_2

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