A US Heavy Construction Equipment corporation allowed its business units to define their own BPM IT requirements with little or no coordination with the other business units. After implementation was completed the implementation team disbanded and no one governed continuous improvement changes and no plan existed for adding functionality. The fragmented infrastructure and disparate processes impaired the company's ability to operate as a unified global business, and operating performance suffere...

BPIR Categories

14.3.5 Reengineer business processes & systems
5.1.1 Plan key production & delivery processes

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