Click Here To Download:
•The Case For Integrated Processes
Most CEOs have developed strategies that push their
companies to achieve the following goals:
Develop faster time to market of products and
services
Increase sales, revenue, and income
Improve customer service and customer
satisfaction
Improve operational efficiency and reduce costs
of operations
Improve employee productivity and satisfaction
But few CEOs will attest that their companies have
made much progress. Why? Because theirs is a 21st century
vision being held back by 20th-century
organizational processes and IT systems. The
missing ingredient: information. It's information
that helps increase speed and productivity, creates a
stronger foundation for decision making, cuts out
time spent on unproductive tasks and overtime, and
produces more efficiency, tighter cost control, and a
more effective climate of innovation.
The truth is that integrated processes hold the key
by facilitating the flow of that information.
Integrated processes provide information access to
end users across the enterprise that's fit for the right
purpose and delivered in a format they can use. A
more horizontally-structured company, with
integrated processes across each value chain, is the
wave of the future. But while many executives
realize this fact, few companies have risen above the
silo structures that still remain from a myriad of
mergers - legacy systems that neither communicate
nor integrate with one another, and cultures that
do not share information or analysis in any
substantive way.
This SAP Insight discusses what integrated processes
are, how they create value, specific cases of
companies succeeding with integrated processes, as
well as a checklist to determine how integrated your
own company's processes are.
Click Here To Download:
•The Case For Integrated Processes
