I’ve recently returned from IBM Global Services Annual Analyst Event held May 1-2, 2008 in New York City. At this event, IBM leadership revealed an extensive study titled “The Enterprise of The Future”. IBM conducted detailed interviews with over 1,100 CEOs, general managers, and senior public sector and business leaders, across 40 countries and 32 industries. Their discussions revealed a clear correlation between organizations’ ability to execute within constant change and their financial performance. The study also identified five key elements in the corporate DNA of companies who successfully navigating the constant sea of business change:
• Hungry for change. Firms not only survive it, but accept it as a constant, seek it out and thrive on it.
• Innovative beyond customer imagination. Firms constantly delight their customers and constantly raise their own bar, and thus their customers (and thus outpace their competition).
• Globally integrated*. Firms actively work their global network, establishing and leveraging global Centers of Excellence and applying their resources seamlessly across their value chain.
• Disruptive by nature. Firms constantly reinvent themselves and position their business and process models to quickly shift (and anticipate) market demands.
• Genuine, not just generous. Firms engage stakeholders—NGOs, customers, their own employees—to “do well by doing good”.
I’ve recently returned from IDS Scheer’s ProcessWorld Conference held February 13-15, 2008 in Orlando, FL. Although I missed the closing day, it was a brief but information-packed day and a half that afforded me the opportunity to meet with the firm’s leadership and share perspectives with their clients during the afternoon of the pre-conference user day and day one.
In his keynote, Thomas Volk, IDS Scheer’s CEO and President, proclaimed 2008 the year of the “rise of the operational CEO” who, in order to return shareholder value, increase market valuation, grow the top line, and mitigate risks:
• sets objectives prescriptively
• manages accountability objectively
• monitors execution constantly
• sees potential problems early
• makes adjustments regularly
To accomplish the above tasks, Volk described ARIS as the platform to provide “corner office command-and-control of the operational strategy”. While this could stir up visions of a corporate “Big Brother”, I prefer to see it as useful advice for today’s executives to keep an eagle’s eye view of their organization’s process performance at a high level.
Yet at the same time, this strategic view must be complemented at the operational and tactical levels. This theme of transparency at all levels is reflected in the ARIS Business Performance Edition for 2008. Dr. Helge Heß, a Director for the Process Intelligence/Performance Manager solution and Dr. Wolfram Jost of IDS Scheer’s Executive Board and IDS Scheer’s executive product steward, shared some product highlights ahead of the Q2 official release: