This quick guide goes beyond the hype to demonstrate exactly what business process reengineering (BPR) is all about, and what it can and cannot accomplish. The book presents a step-by-step framework for making change -- and making it stick. The authors, leading management consultants, first describe BPR and compare it to other business philosophies. They next consider a company's product and service delivery systems, in the context of the market and customer requirements it must satisfy. Once this basic information is in hand, they explain basic techniques for redesigning processes -- and the management and technology issues raised by these changes. : Anyone interested in business process reengineering and what it can do for his or her organization.

Essence of Business Process Re-Engineering, The

Business & Money

Peppard, Joe

Rowland, Philip

Business Development & Entrepreneurship

Pearson P T R

<ul>
<li>A comprehensively updated revision of a book regarded by many as one the leading and authoritative titles for practitioners, academics and students in the domain of information systems and technology (IS/IT) strategy. 
</li> <li>Presents a structured framework with tools, techniques and ways of thinking which provide a practical approach to building a digital strategy, expressed primarily in the language of business and management. 
</li> <li>Brings together the implications of the significant advances in IT and the most useful current thinking, research, and experiences concerning the business impact and strategic opportunities created by IS/IT. 
</li> <li>
Peppard and Ward discuss the key questions that managers have to grapple with of where, when and how to invest in IS/IT, which is why a IS/IT (or digital) strategy is required.</li> </ul>

The Strategic Management of Information Systems: Building a Digital Strategy

WARD, JOHN

Management & Leadership

wiley

"Accessibility and clarity of purpose maintained throughout." Journal of Information Technology "Clear, practical, comprehensive." Output "A clear exposition of the impact that IS has had on business performance." Long Range Planning "Lucid analysis." Computer Weekly Strategic Planning for Information Systems (3rd Edition) explores the impact that Information Systems (IS) have on business performance and the contribution IS makes to the strategic development of organizations. It describes IS tools, techniques and management frameworks - all of which identify opportunities for strategic thinking, and shows how IS is an indispensable component in the implementation of a strategic plan. Since the earlier edition of Strategic Planning for Information Systems, much has changed in the way business is organized. However, the essence of the book remains the same - it is a practical and comprehensive book written in a clear and straightforward way. This new edition focuses more on strategic management of IS than on the progress made in recent years in either technology or business processes. This 3rd edition is substantially updated and illustrated with new cases material and examples. Additional material will cover the role of ecommerce, knowledge management and benefits management systems. This book will also show why Information Systems and Information Technology investment works for some organizations and not for others.

Strategic Planning for Information Systems

Customer Relationship Management presents a ground-breaking strategic framework for successful CRM policy. Built around Professor Payne's five key processes, the book demonstrates a systematic management progression that will guarantee the maximum impact and efficiency of a CRM programme. The book backs up these five processes - strategy development, value creation, channel and media integration, information management and performance assessment - with 16 best practice case studies which set the universal theory in a specific practical context. These feature a range of companies, including Orange, Brittania, Homebase, Canada Life, Sun Microsystems, Natwest, Sears, Roebuck &amp; Co., Nortel Networks and Siemens. The book concludes with interviews from four thought leaders, offering a 'futures' vision forum for CRM. Customer Relationship Management is a vital instrument for anyone who needs to know how to develop and measure effective CRM within an organization. It includes overviews and key learning points preceding each case study, and a summary chapter to draw out the most salient lessons from CRM best practices. For practitioner or academic alike, this is essential reading. * Offers a groundbreaking, systematic framework for CRM success - from a Cranfield Business School writing team * High level strategic approach to CRM * Carefully researched cases providing the specific application of general theories

Customer Relationship Management: Perspectives from The Marketplace

Maklan, Stan

Ryals, Lynette

Knox, Simon

Payne, Adrian

Computers & Technology

Routledge

Taking the Reins as CIO: A Blueprint for Leadership Transitions

An executive's transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO "take charge": &nbsp;the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role. This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role&nbsp;and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to: *&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Decide how best to approach the job *&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Prioritize the first areas of the business you should attend to *&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Draw up your goals for the first few weeks and months into the role *&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Find out if there are there any decisions that you can postpone making Based on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success.

Gerth, Tony

Springer

Product Description An executive’s transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO “take charge”: the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role. This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to:• Decide how best to approach the job• Prioritize the first areas of the business you should attend to• Draw up your goals for the first few weeks and months into the role • Find out if there are there any decisions that you can postpone making Based on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success. From the Back Cover An executive’s transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO “take charge”: the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role.This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to:• Decide how best to approach the job• Prioritize the first areas of the business you should attend to• Draw up your goals for the first few weeks and months into the role• Find out if there are there any decisions that you can postpone makingBased on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success. About the Author Tony Gerth is a Clinical Professor at the University of North Texas where he teaches information systems management to undergraduate and graduate students. He also is an executive coach and advisor with a focus on working with technology executives in enhancing their leadership capabilities. Before entering academia, he held leadership positions in management consulting firms Deloitte, EDS and Infosys Consulting. In these capacities he has been consulting and working with CIOs for over 20 years. His research explores the dynamics of IT leadership and he has been published in MIS Quarterly Executive, Business Horizons, and Communications of AIS. Tony has spoken at numerous international, regional and local IT leadership conferences.Joe Peppard is currently on leave of absence from MIT Sloan School of Management. He researches, teaches

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