Enterprise Processes and Architectures for Customer Value Creation

Enterprise Processes and Architectures for Customer Value Creation

DOI: 10.4018/978-1-4666-2512-9.ch007


This chapter explores the underlying enterprise-wide strategic and operational fitness issues holistically from an organizational processes standpoint. It explains the theories and practices of enterprise or organizational processes and how enterprise architecture can be used to ensure the strategic and operational alignment of systems, processes, and strategies.
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Business Processes

It is often said that process management is “a way to operate and manage a business” (Hammer, 2002). While business processes define the firm’s day-to-day operations in customer value creation, they must be designed to fit with the firm’s strategy. We recapitulate below the Kaplan-Norton (2004) strategy map framework described in Chapter 2 to put business processes (and their management) in strategic context, as depicted in Figure 1.

Figure 1.

Strategic alignment of people, process, system, and organization


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