Post by account_disabled on Mar 5, 2024 1:18:51 GMT -5
Technological innovations allow organizations and companies to detect new business opportunities , expanding their market shares and establishing themselves in areas, areas and territories where until now they had not had the opportunity to enter. However, to do so, it is necessary that these innovations be framed in broader analysis, planning, management and supervision environments, also characterized by the technological commitment but considered in an integral way in the design of the corporate strategy. Of course, we are talking about Business Intelligence environments, in which the planning of operations processes and activities is carried out based on solid analysis of data and information , capable of making visible and highlighting all the key elements of the company's value chain. organization to make the most of the company's potential. operations processes Value chain analysis and operations process planning The value chain, as we know, is the theoretical model that describes the set of corporate processes that provide added value to the client or final consumer , and that allow a company to take advantage over the competition.
In any organization we can detect 3 large areas of business processes, which are essential to take into account to detect the processes that we will identify as key to forming the corporation's value chain: Management processes area : the different departmental objectives and strategies, and the different operational tasks and activities that are their responsibility, are taken into account. Strategic processes area : an interdepartmental area in which the different departmental strategies come together with the comprehensive vision of USA Student Phone Number List the company, and therefore, their adequacy to the adopted corporate strategy is evaluated. Operations process area : it is the one that properly addresses all the operations carried out throughout the supply chain, from the acquisition of goods and services, to distribution to consumers and customer service. From the analysis of each of these areas it is possible to detect, as we said, the elements that confer added value to the company's operations, strategy and management, an essential issue to successfully plan the operations of each area.
And of course, this analysis and subsequent planning must be carried out under the four perspectives of the balanced scorecard , taking into account in each one the set of departmental strategies derived from the general corporate strategy, the operations involved in the different perspectives (financial, growth, internal processes and customer), and the processes and activities involved in management tasks. To learn in more detail how to carry out the analysis of these areas from the balanced scorecard, how to implement and develop it within an organization and understand what mechanisms are key to its automation, among many other relevant questions, we once again recommend the reading the guide 12 keys to defining a Balanced Scorecard , available for free, like the rest of our guides, in the resources and training section of this blog. Related posts: Operations Management Processes: operations management at the CMI Investment in data and information security: trends 2015 How to implement and develop a strategy map.