Business Process Management Capabilities †Free Samples to Students

Question: Discuss about the Business Process Management Capabilities. Answer: Introduction: The report is prepared for critically evaluating the process of business management strategy undertaken by IBM. For conducting the study on evaluation of such process, report incorporates discussion on process of innovation strategy, structure of organization, infrastructure and other business process such as funding model and product development cycle. IBM (International business machines Corporation) is the provider of services of professional solutions and consultant worldwide and is a manufacturer, developer and inventor of system of information technologies such as software, computer system, micro electronics and storage system. The success of company is attributable to software and the services offered account for half of the revenue (ibm.com 2018). Need of company to play a prominent role in innovative culture is established and however, there is always uncertainty attached to it. Analysis of the various process of business management of the organization is based on the case s tudy provided. Using the information from the case study, the analysis of risk faced by IBM and potential change management along with the performance evaluation process is conducted. Study on evaluation of IBM business is done into three parts incorporating need for innovation in company, improvement and business process design, performance evaluation process and risk issues and potential change management. All the above mentioned points are explained by conducting the critical analysis and identification of relevant points. Innovation at IBM is viewed as business model defined as use of current thinking and new ideas in a fundamentally different ways that can bring about considerable change in organization. The innovation strategy of company cannot be presented by one single person because of its complexities. Innovation helps in providing tangible value to business and it occurs at the intersection of technological invention and business insight. Innovation is approached by company across three interconnected dimensions such as process, products offerings and business model innovation (Kasemsap 2017). A set of sustaining enablers supports these three types of innovation. All such form of innovation is sustained and they are enabled by culture that stimulates, reward and value innovation. Marketing and offerings focus on finding out new ways for meeting the needs of stakeholders and customers. Business models on other hand involve development of new approaches for structuring and extending the enterpris e. Operations are driven by the need of changing outcome considerably for supporting the need to service, market and channel new product. The culture of innovation at organization is created by generation of idea, metrics and incentives, incubation and structure and technology and tools (Kerzner and Kerzner 2017). For the future success of business, innovation is regarded as the key requirement and as per the research; the current focus is on innovation and it is required by executives of business to commit their time and energy to strategic innovation. Nevertheless, IBM faces some of major barriers while managing system, establishing climate and investment priorities to sustain and promote innovative actions and such barriers are related to people and internal culture. The outcome and efficiency of innovation process can be improved by integration of technology and business in areas of new product development and consumer insights areas (Alotaibi 2016). Organizational structure and design: Organizational structure is used by organization as strategic means for streamlining the development of products and its delivery in the market of information technology. Such characteristics enable company to align various aspects of business with vision and mission of company. The organizational structure of IBM is that of divisional product type and the main characteristics of this particular type of organizational structure involvement of business representation process in managing the production, development, sales and distribution of products. Corporate structure of IBM comprised of product type divisions, geographical divisions and function based segments. Innovation at IBM is enhanced by aligning the decision closer to employees and client interacting with them and shifting of the resources (Klun and Trkman 2017). Product type divisions- The core business offerings of IBM is the product type divisions in the structure of organization. This particular division incorporate global business services, cognitive solutions, global financing system and cloud platforms and technology services. Core business of firms incorporates this primary structure attribute aligning with the market and industrial transformation (Ilahi et al. 2016). Geographical based divisions- Despite regional differences in the market, the characteristics of corporate structure lies in effectively managing the global business. For example, organization has geographic division for addressing the market issues specific to Asia pacific region. Effective business management in the organization is facilitated by forming geographical division (Suriadi et al. 2014). Function based segments- The global business of information technology is supported by this characteristic of organizational structure of IBM. Providing organization with wide support for each divisions of product type is the main objective of this structural feature of structure. Innovation development at IBM is either co funded with other or it is funded internally. The process of internal funding consists of funding by corporate, business units and by cross enterprise transformation. There is a planning process of budget allocation and strategy setting for financially justifying the budget incorporated in the innovation process. An emerging business opportunity program is established by IBM for which the business unit is accountable for innovation. Business units are the primary source of funding for each of the emergency business opportunity and they are managed by EBO leaders, corporate strategy, operational and finance staffs. There are three funding mechanisms for the development of projects outside IBM incorporating co development with clients, co development with business partners and co development with universities. A certain percentage of funding is kept aside for riskier and adventurous projects and a strategy of exploratory budgets is maintained. Research and development at IBM is funded partly by the allocation of funds from business units and at the corporate level. All the research work that is done jointly is aligned strategically with products of next generation that are managed and funded jointly. Allocation of funding from all business units is done to the enterprise level if the management of innovation is done by the cross enterprise transformation enterprise. Business integration and transformation: The on demand business at IBM is defined as transformation process across enterprise and process. This will help in integration of new process and application inside the business among the distributors and suppliers at the end of business. Focusing on the business transformation is one of the main challenges faced by demand model. A management system has been implemented for driving enterprise wide transformation and leverage creation to drive such change. It includes system of governance model, reinvestment cycle and measurement system. On demand transformation of IBM has led to be a more responsive, focused, resilient that has resulted in better and faster innovation. The fundamental factor for transformation at IBM is technology that has helped company in moving aggressively and helping enterprise in improving their financial performance and channelizing funds for further transformation (Woitsch and Utz 2015). For the internal business transformation project, the innovative idea c onsidered for overall process of portfolio management is making considerable investments in supply chain projects. Horizontal integration of overall process of supply chain is enabled by supply chain transformation and this involved client requirement execution and customer facing process all the way through internal process (Vera-Baquero et al. 2015). Such transformation involved changes in climatic initiatives, change in organizational structure, incorporation of end to end cycle time measurements and process alignment activities. The integration of business process of organization involves back end integration, rules driven transformation, brokering and message transformation. IBM in association with leading network providers of industry works for the developmental of transformational solutions for supporting integrated business communications. Transformation is achieved from the opportunity provided by the solutions of integrated business communications. The global technology outlook helps in driving innovation strategy of information technology. Technical strategy is influenced by such strategy by ensuring that the main focus of company is on opportunities leading to new growth. Global technological outlook helps in highlighting emerging trends in hardware, software and service technology in next three to seven years that have considerable impact on information technology. One of the critical steps enabling innovation is adoption of on demand business model that leads to transformation across the enterprise and process. Currently, IBM is facing the challenge of moving into the demand model into three dimensions that is focusing on IT enablement, business transformation and cultural change. The culture of organization is witnessing some significant changes when IBM felt the need to nurture for encouraging the collaborative behaviour for transformation on demand theory (Vom Brocke et al. 2014). Primary behaviour of an on demand busine ss is understood by the consulting services of IBM behaviour and therefore, the main focus of business is to focus on collaboration for driving innovation. The strategic decision of organization comprises of open innovation and close innovation. Open innovation is a deliberate practice and strategic choice that applies, identified and attempts to incorporate both external and internal ideas into the new services and products portfolio. It helps in external ideas flowing freely out and into the organization. Closed innovation on other hand places a strong emphasis on using of ideas and identification solely from internal sources that are brought into the market with strict control. Leadership team and key stakeholders: Strategic innovation at IBM involves making bold movement towards for innovating, demonstrating new type of leadership. Innovation at IBM is found to be more open, collaborative and global in nature and this has been enabled by technology such as internet, broadband and wireless technologies. An essential aspect of management of business process is the way they are managed. A business process and designs are said to be managed when the process owners and stakeholders have the ability of modifying and visibility into the process for producing better outcomes of business (Www-935.ibm.com 2018). The former chairman of company pushed IBM to interact more with the external world and be less blinkered. Current chairman encouraged the company to look around the constituencies and nature of relationship for identifying how the company can influence both the parties in a beneficial way. The people working in the laboratories have been pushed towards analyzing the real life example and all the problems are looked from practical view point. Since 1995, IBM has the major program of working with the key stakeholders and clients incorporated in their innovation strategy known as first of a kind (Bisogno et al. 2016). Such projects help in creating collaborative relationship between IBM scientists in the market place and leading age clients enabling them to become early adopters of innovative technology. Application of such project is done on other clients if the project is successful. The success of project is dependent upon the benefits that are attributable to clients as well as orga nization. A product development process is used by IBM for the development of product to create creative ideas into specific projects. Investment review board helps in funding of such projects and portfolio of services, products and solution that enter the pipeline development. Market planning helps in validation by ensuring viability and market demand. Development of idea is done by assigning a project team by making the assumption that idea passes the phase of concepts. The process of annual strategy is defined by the opportunities for providing information that will help in creating differentiation of the solutions, services and products of IBM. Input derived from global technology outlook helps in identification of business, key technology, societal trends and translation of them into research imperatives for the corporation. Direction of strategy is defined within the research organizations with the primary focus of projects based on the providing differentiation for the next generation s ervices, products and solution of IBM (Lohmann and Zur Muehlen 2015). Technology role in innovation: IBM effort lies in reinvesting itself as technology and increasing client demand, technology and engineering services organization was created. A unique business model was created by IBM by leveraging existing research and development talent and intellectual property for developing leading edge technologies with the customers in a collaborative way. Technology has played a very prominent role in development of innovation strategy. The componential, standardized and commoditized information technology has led to development of business model supporting innovation that helps in selling of integrated solutions rather than components. Innovation efforts at IBM are enabled by three technologies that are Jams, intranet and Think place. Transformation at IBM is fundamentally driven by technological development and this has made company to move aggressively for leveraging information technology for building more agility and responsiveness into the enterprise (Bolsinger 2015). The jam technological platform created by IBM made use of corporate intranet for collecting the information about innovation from all employees. Innovative solutions have been developed by the creation of such tool that has technology running in the background that aggregates feedback by themes. Such tool has helped organization in adoption of several new ideas that are being implemented currently. It is believed by IBM that then interplay among the constituencies of workplace helps in creating successful innovation. The innovation strategy at company is supported by internal alignment by realizing the need of strengthening its technological innovation with business insight capabilities and consulting by way of integration of research and development (Lehmann 2016). Project management and project selection: IBM has developed supportive project management enablers for achieving competence in project management at globally. There are five areas of concentration that drives transformation strategy of project management. Such areas involve employing one approach of consistent project management delivery across IBM. Across all the significant projects, qualified project managers are assigned and business executives and project managers are held accountable for the projects. In addition to this, there is employment of consistent project performance metrics and measurements for accounting the success of project. The applied community efforts helps in nurturing and development of vibrant and community of project management. Such effort involves teaching classes of project management, mentoring other project managers, assurance activities and performing assessment of projects. The selection of project at IBM varies depending on the research area and idea of project development. A product development process is used by IBM for product development that helps in converting creative ideas into specific projects. The services, products and solution provided by IBM are differentiated by the process of annual strategy that helps in defining opportunities for innovation. The resulting strategy developed by global technology outlook helps in the development of definition and selection of project. Selection of project is done by reviewing strategist and sub strategist who are entitled to enable the publication of project description and strategic messages with the help of database system (Yang et al. 2015). The post launch performance evaluation is done at the end of life decision checkpoint in the process of integrated product development. An investment board of IBM helps in management of allocation of investment with the help of key business unit leaders. Investment made by organization is aligned with strategic priorities, innovation and market opportunity. Several sources are responsible for managing the funding of managing innovation by research organization. The total investment cost is minimized using an investment funding model by enterprise and hence overall success of project is dependent upon the selection of right client (Modarres 2016). There are various practical set of criteria for selection and reviewing of investment projects and such criteria includes market planning, content reach and range, strategic fit, deliverables, innovation and route to market. The idea where the biggest investment opportunities lie helps in evaluation of investment by prioritizing its developm ent and aligning it with the strategic intent of organization. Project management capability helps in balancing the offerings of portfolio that enable IBM to make investment in emerging opportunities and current products (Monczka et al. 2015). Method and metrics of performance management: The process of performance management consists of cycle of tasks through monitoring of the system, planning, setting the baseline and performance data collection. Analysis of data is done for deciding on the existence of problems, discovering them and removing root cause of problems. The team of integrated portfolio management are required to report the metrics on quarterly basis to the corporate organization and such metrics involves development expense for abandoned projects and investment efficiency. Some other metrics that the team commonly tracks involve support cost, customer service, customer satisfaction, pipeline loading, and portfolio newness and decision checkpoint management. One of the areas of innovation is incentives and metrics that recognize and reward innovation (Davenport 2015). There are specific objectives and metrics that are intentionally and occasionally sacrificed for the benefit of wider goal of IBM. Moreover, teams of product development are required to make reporting of first to market and time to market metrics to corporate on quarterly basis. A number of additional measurements are also tracked by the system of performance management such as time to profit, new technology, and defects reported by customers, contract integrity, and ch anges after general availability, cycle time by phase and spending by phases. The integrated framework of performance management incorporates the use of information technology balanced scorecard and it helps in cascading objectives from boar to staffs. Four perspectives that involves customer, finance, internal process and learning and growth are broken and cascaded down using the scorecard. However, it is required by such information technology embedded balanced scorecard to reflect the way strategic service and commodity is viewed by the business. The implemented scorecard should be able to establish a balance set of measures for determining information technology effectiveness. Moreover, the operational plans of organization should be linked to objectives of IT. There should be a continuous process for negotiating the value of business. The performance management system of human resources should be linked with the objectives and performance criteria of IT (Scuotto et al. 2016). Balance scorecard method: Balanced scorecard is a strategic approach used by organization for defining enterprise success from the perspectives of customers, stakeholder and employees. A balanced scorecard method is used by IBM research for measuring innovation and performance. The overall success of project is evaluated by the combination measures used in the balanced scorecard and it does not comprise of any special measure of innovation. Outcome of research of business organization is assessed by using quantitative and quantitative measures incorporated in the balanced scorecard. For tracking and measuring the impact of product innovation at IBM, balanced scorecard is used. Usage of appropriate measurements varies from one business unit to another and all the measurements of the balances scorecard is looked as a balanced scorecard (Takahashi et al. 2015). It is required by measurement of balanced scorecard to answer questions such as how the customers view the business, is the business continuing to learn, innovate, create value and make improvement, how the business appear to shareholders and what must be done by business unit to excel. The performance of product and service performance post it is launched in the market is measured by product development (Brunnert and Krcmar 2017). However, there are some challenges experienced by organization while developing scorecard such as addressing of behavioural and cultural change, process creation for managing, analyzing, designing and reporting the metrics and ensuring all the technical aspects of quality and collection of data. Product development at IBM involves multiple functions ranging from portfolio management, requirements, development and design, suppliers management, sales and distribution and marketing. There are several design partners along with all such factors are integrated for ensuring reduced time to market and highest quality of product with lowest cost. The management of product life cycle comes with unique challenge due to complexities in product configuration that is considered essential for meeting the requirement and safety of customers and complying with the regulations. The product development integrated framework of IBM helps in managing the complexities associated with the product development cycle (Harmon 2015). Software development cycle at IBM: The software solutions of IBM for delivering enduring quality helps in balancing of conflict need of business throughout the development of software life cycle. It helps in maintaining the functionality, performance and reliability of products and application performance in production and development. Quality becomes a shared responsibility using a life cycle approach for quality management. Using this particular approach, organization can exceed the expectations of customer by minimizing the risks, cost associated with system delivery and complex software and accelerating time to market (peoplematters.in 2016). Each strategy in the software development cycle is implemented with the right information, processes and tooling that helps in producing return on investment and measurable improvement. The fundamental element of delivery activities and software development is fundamental quality management. Solutions of quality management help in optimizing the quality of software across several discipline of delivery life cycle of software (Dijkman et al. 2016). The time taken for the development of new product from phase one till launching varies by the type of products. It might be three to five years for development of new micro processor, for the development of software, the time taken might be six months to one year and for services, total time taken might be few months. The life cycle of the product development is dependent upon the risks taken because the company will be more vigilant if there is more at stake (Zhu et al. 2015). For different types of offerings, it is not possible for company to apply one fit approach. It is for this reason development of product control is decentralized closer to customers. The approach used by IBM to deal with the failures and its applicability to innovation is dependent upon the part of involvement of company. Areas where the objectives of business are not met and have resulted in failures are tackled with the application of consistent approach to highlight, recognize and drive corrective actions. Corrective actions involve use of innovation approach and the term acceptable failure is not used supply chain executives of IBM (Schulte et al. 2015). At IBM, there is no stated metric of failure rate; however, failure is expected on few proportions of projects that are risky. Some of the innovation activities might fail to early that is not even known to the market or they may fail because they cannot align with the established channels of organization. In order to continuously drive innovation at market place, IBM take efforts on constant basis for improving methods driving innovation such as emergency business opportunity program. Any fear associated with embracing innovation should be stamped out by creation of culture that deals with risk and eradicate the stigma related with failure. IBM should set the stage for creation of more innovative culture incorporating three steps. Such steps involves exhibition of strong support for value extraction from bio diversity and easing the failure fear and case for generating change should be build. Failures related to innovation should be turned into case studies by using them in learning activities that are structured (Inspireone.in 2018). Any earlier failure should be casted as part of growth continuum and innovator should be celebrated and rewarded for getting it right for second time. Furthermore, leaders at IBM should communicate the strategic context for the initiation of innovation in a relentless way so that they are able to tolerate failure in a smart way and leveraging diversity by designing the right programs. Critical success factors: Critical success factors have strong association with strategic goals, mission and objectives of business of IBM. At the core, the creation of critical success factor is to ensure that return on investment that is supported through business case are realized and it is capable of achieving the performance needed to support the business. The major critical success factor at IBM is building a culture that rewards and recognizes innovative thinking. Key success factor for innovating sustaining and encouraging innovation at IBM is collaborative innovation. It is believed by company that the economic growth can be maintained and improved through collaboration as it is considered as central point for enhancing competitiveness across broader industries (Zheltonogov et al. 2015). Furthermore, propriety innovation and collaborative innovation are considered effective but propriety innovation cannot be replaced by collaborative innovation. They both will coexist within the organization as they are regarded as important innovation model. Collaborative efforts are required for resolving some monumental problems as the expense and scale for solving such problems cannot be done by individual enterprise or people. In order to ensure successful execution of initiatives, multiple collaborative initiatives are undertaken by IBM by extending capacity and collaborative through the collaboration partners. The collaboration trend of organization is in relatively early stage development stage and is regarded as critical factor in enduring success achievement (Kirchmer 2017). It is recognized that an important part of innovation is getting people positioned to innovate by way of collaboration. Enabler and barriers of innovation: The supply chain area of IBM faces greatest single barrier to innovation is aspect of challenge pertaining to time management (McCormack and Johnson 2016). It is so because there is a need to sacrifice working on innovation projects and generation of longer term innovation as felt by employee and team due to requirement of daily operational job. Innovation at IBM was hindered by six root causes and this resulted in missing opportunities that is identified through breakthrough of new ventures. It has been found from the analysis of case study that the organization is pre occupied with existing offerings and markets that are served currently. The management system of IBM rewarded execution that is directed for short term and enough value was not placed on building strategic business (P and Zheltonogov 2015). Many venture that IBM entered into failed after execution once it was selected. For embryonic market, the approach used by IBM for accessing and gathering market insights was not a dequate. Moreover, the main emphasis of the business model was to make an improvement in earnings per share and generating sustained profits. However, no emphasis was placed on taking actions that helps in driving higher price to earnings ratio. For experimentation, selection, termination and funding of new growth business, there was no established discipline within IBM (Roucoules et al. 2016). The main concern of CEO of organization is that ability of supporting and innovating people has the possibility of effectively derailing the focus on innovation by corporation. This is regarded as critical issue by the senior executive of organization. Lessons leant and path of future: It has been learnt by IBM that innovation is more than technology, as it also involves transformation of business, work life balance, education and protection of environment. CEO o organization has cited climate and unsupportive culture of organization as the top barrier to innovation. It is required by organization in future to make improvement in climate and culture of organization and conducting regular detailed analysis for creating better understanding on part of organization to mobilize their important assets such as customer, people and suppliers for innovating the business environment more effectively. The question that is currently imposed on IBM is related to hiring of personnel with productivity background and cost reduction and driving the organization in a more focused and resulting growth of revenue. On the journey of innovation, organization should conduct in depth analysis of the market by interacting with many people for gaining additional information so that they ca n sustain their developed innovation strategy (Metzger et al. 2015). Moreover, for sustaining and maintaining the innovation strategy, it is essential for IBM to hire diverse, smart and innovative people and fostering culture driving innovation. In addition to this, it is learnt by the management of IBM that understanding the informal network in a better way would help company to avoid some common problems inhibiting innovation. The cross functional teams at IBM should create time limits and time charter for generation of required deliverables that would motivate both practicality and creativity. Organizational network can be sparked with creativity and enhanced by building diversified team of relevant stakeholders of company. It is believed by top business leaders that in the twenty first century, the key to business survival that innovation should be more collaborative, open, global and multidisciplinary. Creation of innovative friendly organizational culture and working climate is very essential for leadership teams and CEO of organization (Rahimi et al. 2016). Therefore, innovation at IBM should be done using different approaches along with consideration of some pre requisites to sustain the developed innovation strategy and avoid its failure. Conclusion: The above report is prepared by analysing the relevant factors and points given in the case study. Evaluation of the given case on IBM regarding various perspectives has generated learning with respect to emerging business essentials. It has been ascertained that although the product excellence is valued by IBM, the game changing discoveries that opens up new capability and spheres of innovation is valued by organization. Some of the takeaways from the analysis of the given case that can be further use to improve the management process have been ascertained. It involves creation of an internal capability of partnership management, establish boundaries and develop relationships. The innovative teams at work should be infused with diversity. 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