This management manual and textbook introduces the theoretical basics of process management and provides a procedural model for process innovation. The procedural model makes it possible to develop customer-oriented processes in a structured manner and to design them in order to meet changing requirements. This textbook has been recommended and developed for university courses in Germany, Austria and Switzerland. This book enables readers to understand and apply the seven phase procedural model for process innovation in order to design and implement innovative processes. Exercises and review questions test understanding of the theoretically acquired knowledge.

Why do some technologies spread while others do not? What are the consequences of top-down diffusion strategies? What are the disadvantages of instant patents? In answering these questions, this book forms a 'how to do it' guide to innovation management.

This book presents unique insights and advice on defining and managing the innovation transformation journey. Using novel ideas, examples and best practices, it empowers management executives at all levels to drive cultural, technological and organizational changes toward innovation. Covering modern innovation techniques, tools, programs and strategies, it focuses on the role of the latest technologies (e.g., artificial intelligence to discover, handle and manage ideas), methodologies (including Agile Engineering and Rapid Prototyping) and combinations of these (like hackathons or gamification). At the same time, it highlights the importance of culture and provides suggestions on how to build it. In the era of AI and the unprecedented pace of technology evolution, companies need to become truly innovative in order to survive. The transformation toward an innovation-led company is difficult – it requires a strong leadership and culture, advanced technologies and well-designed programs. The book is based on the author’s long-term experience and novel ideas, and reflects two decades of startup, consulting and corporate leadership experience. It is intended for business, technology, and innovation leaders.

Seize the competitive advantage with BPM at the heart of your strategy Value-Driven Business Process Management provides the rationale and methods for using business Process Management (BPM) to gain clarity on how your business operates and develop the ability to put new ideas into action quickly. You learn how to redirect your focus from a "method-and-tool" view of BPM to a more broadly informed view of BPM as a powerful management approach. Peter Franz, Managing Director for Business Process Management at Accenture, is responsible for the global team that helps clients achieve sustainable shareholder and customer value through scalable, efficient and agile business processes. Dr. Mathias Kirchmer, Accenture's Executive Director for Business Process Management, leads the global BPM-Lifecycle Practice, as well as the program for the development of Accenture's Business Process Reference Models across industries and functional areas.

Process innovations - an improved way of doing things – help firms achieve higher-level performance by reducing the time and cost to produce a product or perform a service, and increasing productivity and growth. This book provides a comprehensive examination of process innovations occurring in the global fashion industry, with a focus on fashion brands from USA, Italy, and Japan. It offers practical insights for enhancing efficiency in the supply chain as well as management process such as work routines, information flow, and organization structures. Using case analyses, this book will help readers to grasp how successful fashion companies optimize their operations and advance their competitive position by integrating process innovations into their supply chain and management systems.

This book will take the reader through a systematic examination of the factors involved in process innovation. It starts with the considerations to be initiated in the boardroom and at group management level and develops into a hands-on guide for middle management and professional engineers directly involved in the innovation of process technology. The book initially puts process innovation in a corporate perspective, providing a framework for the development of a corporate process innovation strategy. Some new methodological tools are also introduced which support the targeting and proper roadmapping of improved process capabilities, and the progression of customer and end-user product demands, into raw-material specifications in a well-managed supply and demand chain.Various aspects of the design of a process innovation organisation are reviewed in a later section. In the context of the development of process technology, this book advocates the importance of delineating and clarifying corporate work processes. Various environments for development work are discussed, from initial test work to pilot-plant testing and the use of demonstration facilities to achieve lean process innovation. The importance of an open collaborative approach is stressed. This includes involving external equipment manufacturers at an early stage as well as collaborative development of customers' use of the products in their production processes, with a view to excellence in future application development.Process innovation will not, however, generate profit or reduce operating costs until the new or improved process technology is operating well in the plant. Best practice for start-up of new process technology and process plants is examined, starting with a fresh outlook on technology transfer in general. This often-neglected area of management of process innovation is, in fact, of an importance equivalent to that of a product launch in the development of new products. The final part of the book closes the circle, discussing how to implement and measure the strategic intent of process innovation. Improving the general performance of corporate process innovation is then covered by going through success factors and key performance indicators, and their aggregation on a corporate level.

Resource added for the Prototype and Design program 106142.

This management book presents value-driven business process management as a successful discipline to turn strategy into people- and technology-based execution, quickly and at minimal risk. It shows how to achieve high performance successfully in a digital business environment. Static business models do not keep pace with the dynamic changes in our digital world. Organizations need a management approach that fits this environment and capitalizes on its opportunities while minimizing the related risks. They need to execute their business strategy fast and reliably. In effect, they have to know how and when to modify or enhance their business processes, which processes are the best candidates for intervention, and how to move rapidly from strategy to execution. This means organizations need to establish business process management as a real management discipline. The importance of process innovation, digital technology and people aspects, process governance, internationalization, emerging processes and the unique situation in mid-market organizations are some of the key topics discussed in this book. It ends with a comprehensive case study and a discussion about what process engineers can learn from jazz musicians.

The business environment of the 1990s demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement it effectively. The key to change is process innovation, a revolutionary new approach that fuses information technology and human resource management to improve business performance. The cornerstone to process innovation's dramatic results is information technology--a largely untapped resource, but a crucial "enabler" of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's potential. Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the roles of new organizational structures and human resource programs in developing process innovation. Process innovation is quickly becoming the byword for industries ready to pull their companies out of modest growth patterns and compete effectively in the world marketplace.

The commercialisation of science and technology enabled innovation is a serious topic of interest for a wide range of global audiences who share one common objective: to understand how science and technology based ideas can be turned into commercial value more effectively. Despite the vast number of publications addressing entrepreneurship, innovation and strategy there is relatively little in the literature which systematically addresses the structures, processes and mechanisms involved in turning ideas into commercially valuable propositions: this book is intended to directly address this gap.The approach in Camels, Tigers & Unicorns consists of three fundamental strands:The contents of this book should be of interest to a wide range of audiences including entrepreneurs; leaders and managers in technology firms; scientists and technologists engaged in innovation in academic institutions and corporate environments; lone inventors; groups of scientific entrepreneurs operating outside recognised structures; business and strategy consultants; managers of public and private 'intervention agencies' such as incubators and accelerators; investors; and, policy makers.