Business Transformation Essentials

Uhl, Axel; Gollenia, Lars Alexander

doi:10.4324/9781315570624

Cited by 9 publications

(46 citation statements)

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“…According to Uhl and Gollenia [168], the strategic evaluation consists of measuring the impact that has had the strategic planning, opening the possibility of taking the necessary corrective actions. is process serves the organizations for knowing and analyzing if the proposed actions are really directing the company in the right direction.…”

Section: Evaluation Of Strategiesmentioning

confidence: 99%

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

Fuertes

Alfaro

Vargas

et al. 2020

Journal of Engineering

170

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The objective of this work is to review the literature of the main concepts that lead to determining the strategic approach, creation of strategies, organizational structures, strategy formulation, and strategic evaluation as a guide for the organizational management, taking into account the effects produced by the different types of strategies on the performance of organizations. In this article, the systemic literature review method was used to synthesize the result of multiple investigations and scientific literature. The process of reading and analysis of the literature was carried out through digital search engines with keywords in areas related to the strategic management. This research reveals the lack of scientific literature containing important theoretical concepts that serve the strategists as a guide in the creation, formulation, and evaluation of strategies. This review contributes to the existing literature by examining the impact of the strategic management on the organizational performance.

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Section: Evaluation Of Strategiesmentioning

confidence: 99%

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

Fuertes

Alfaro

Vargas

et al. 2020

Journal of Engineering

170

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“…As previously stated, stakeholders demand to have a clear understanding of what changes will happen upon their organization and the corresponding benefits. Moreover, it is important to align transformation-related objectives with goalsetting and incentive systems (Uhl & Gollenia, 2012). This means that we should map each change in the organization to its resulting benefits.…”

Section: Enterprise Transformation Assessmentmentioning

confidence: 99%

“…Successful adoption of Technological Artefacts depends on implementing the appropriate change (including governance or management of IT) in the appropriate way. In many enterprises, there is a significant focus on the first aspect -core governance or management of IT -but not enough emphasis on managing the human, behavioural and cultural aspects of the change and motivating stakeholders to buy into the change (ISACA, 2012) (Uhl & Gollenia, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…This shift in focus considers employees, and their involvement and participation, as the critical core for enterprise success. Providing behavioural guidance through shared purpose, goals, norms and values ultimately boils down to providing meaning such that individuals orient themselves to the achievement of desirable ends (Uhl & Gollenia, 2012) (Dietz & Hoogervorst, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Research surveys in over 200 international organizations show that there is much that organizations can gain from a comprehensive value management applied throughout the transformation lifecycle, mainly because a large percentage of stakeholders are still not satisfied with their current approach on (Uhl & Gollenia, 2012): ─ Identifying value and benefits (68%); ─ Investment business cases and benefit plans (69%); ─ Managing the delivery of benefit plans (75%); ─ Evaluation and review of value realized (81%).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

ETA Framework - Enterprise Transformation Assessment

Dionísio¹,

Tribolet

2014

Proceedings of the 16th International Conference on Enterprise Information Systems

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In this paper we present the η Framework which aims at enabling a holistic vision of Enterprise Transformation (ET) related to the adoption of Technological Artefacts. This framework is based on a Benefit-Driven approach to ET led by Stakeholders. Therefore, we focus on three interrelated components: (1) Stakeholders and corresponding classification according to their level of influence and attitude towards an artefact; (2) ET which encompasses five dimensions, namely Governance Changes, Business Model Changes, Business Process Changes, Structure Changes, and Resource Changes; and (3) Benefits classified according to their different degree of explicitness and hence importance to each stakeholder. In order to assess ET in a feasible way, we advocate mapping every single change with its corresponding benefit. Subsequently, these pairs of changes and benefits are assigned to a group of "Change Owners", who are responsible for ensuring that ET is measured and successfully achieved. Finally, we summarize the four phases of ET Lifecycle (Envision, Engage, Transform, and Optimise phase) as well as the corresponding steps required to properly apply the η Framework.

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Delivering Loyalty Via Customer Experience Management at DHL Freight

MacGillavry

Wilson

2014

Glob Bus Org Exc

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The Strathprints institutional repository (https://strathprints.strath.ac.uk) is a digital archive of University of Strathclyde research outputs. It has been developed to disseminate open access research outputs, expose data about those outputs, and enable the management and persistent access to Strathclyde's intellectual output. [Text begins here]The importance of customer experience management (CEM) as a source of competitive advantage has been well documented in many service industries, including retailing, public transportation, hospitality and vehicle repair (Verhoef et al., 2009;Rawson, 2013;Clatworthy, 2012;Johnston and Kong, 2011;Wilson et al., 2012). In the road freight market, however, there are a multitude of companies competing with limited differentiation, resulting in an extreme 2 focus on price. Success and failure are often determined by the ability of the road freight operator to manage costs. These companies, therefore, tend to be very operationally driven, with the customer relationship frequently reduced to that of a simple discussion on price versus service delivery standards.Logistics is a highly complex undertaking. The process of comparing offers, making bookings, preparing shipments, and getting goods to their recipients at the right time is a daunting task, even for the most sophisticated and experienced shippers. Using a customer-focused approach to make this end-to-end journey simple and effective should significantly improve customers'positive perceptions of their road freight operators and engender loyalty to those that can consistently deliver not only their freight, but also a positive business experience.[H1] Customer Experience Management Defined Walter et al. (2010) defined customer experience as the customer's direct and indirect exposure to the service process, including the organization, its facilities, and interactions with the service firm's representatives and other customers. This focus on experience and interaction is also emphasised by Biedenbach and Marell (2010) who define customer experience as being the result of the customer's interpretation of his or her total interaction with the supplier and the perceived value of each encounter. Managing these interactions end-to-end over the telephone, online, in the depot, and with truck drivers to provide a seamless and consistent experience is the ultimate objective of customer experience management in the road freight industry.3 Rawson et al. (2013) discuss managing the whole customer journey from the initial inquiry to the final billing for the service. This means analyzing the various steps from the customer's or shipper's viewpoint rather than from an internal operational perspective. Verhoef et al. (2009) suggest that a company needs to know what is important to customers at each stage of the process and at each -touch point‖ that they experience. Therefore, identifying the key criteria and putting in place measurement tools to assess whether these criteria are being delivered are critical to the effective management...

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Business Transformation Essentials

Cited by 9 publications

References 0 publications

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

ETA Framework - Enterprise Transformation Assessment

Delivering Loyalty Via Customer Experience Management at DHL Freight

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