Operationalizing strategy through process

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<title>Operationalizing strategy through process</title>
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<title>Long range planning</title>
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<name type="personal" usage="primary" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080097165">
<namePart>Edwards, Chris</namePart>
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<namePart>Peppard, Joe</namePart>
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<dateIssued encoding="marc">1997</dateIssued>
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<abstract displayLabel="Summary">The application of business process reengineering in organizations continues unabated. A central issue that has not been sufficiently considered is the method of identifying and choosing the processes which should be reengineered. If the claimed benefits of substantial performance improvement are to be secured, it is vital that a classification of process exists to facilitate selection of those most likely to deliver such benefits. This article considers the need for such a classification and the responses currently available in the literature, and concludes that this is both a critical and a neglected matter. A classification scheme explicity linking processes to business strategy is presented. The article concludes by illustrating how the scheme was employed by one organization during its re-engineering initiative to yield significant benefit</abstract>
<note type="statement of responsibility">Chris Edwards and Joe Peppard</note>
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<topic>Reingeniería de la empresa</topic>
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<topic>Organizaciones</topic>
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<subject authority="lcshac" xmlns:xlink="http://www.w3.org/1999/xlink" xlink:href="MAPA20080591960">
<topic>Métodos de análisis</topic>
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<topic>Análisis estratégico</topic>
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<topic>Diseño de organizaciones</topic>
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<topic>Estructura organizativa</topic>
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<topic>Cambio organizativo</topic>
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<title>Long range planning</title>
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<publisher>Oxford [etc.]</publisher>
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<part>
<text>Vol. 30, nº 5, October 1997 ; p. 753-767</text>
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