1. Slide 5.1 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Using IS to rethink business processes -Ch 5. Boddy et al. Rethinking and innovating business processes Approaches to innovating processes The role of IS in process change Examples of IS-enabled process change Managing process innovation Case: Inditex-Zara

2. Slide 5.2 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Figure 5.1 Evolution of IS in organisations Evolution of IS

3. Slide 5.3 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Rethinking and innovating business processes A set of logically related tasks performed to achieve a defined business outcome A business outcome is a product or service which is delivered to a customer.

4. Slide 5.4 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Figure 5.2 Phases of process innovation Organising business process innovation

5. Slide 5.5 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Criteria for prioritising business processes Health of a process Criticality of a process Feasibility of innovation

6. Slide 5.6 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Approaches to process innovation Systematic redesign: identify and analyse existing processes, evaluate them critically and plan major improvements Clean sheet: fundamentally rethink the way that the product or service is delivered and design new processes from scratch

7. Slide 5.7 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Levels of process detail Figure 5.4 An illustration of how successive process diagrams can provide more detail

8. Slide 5.8 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Process mapping example Figure 5.5 Old process at hospital

9. Slide 5.9 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Process mapping example (Continued) Figure 5.6 New process at hospital

10. Slide 5.10 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Analysing a process Is it possible to eliminate process steps? Is it possible to simplify process steps? Is it possible to integrate process steps? Is it possible to automate process steps?

11. Slide 5.11 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Process interactions Figure 5.7 Interaction between processes, IS and people

12. Slide 5.12 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Design Discount Selling Distribu- tion Manufac- turing Purchase raw materials Traditional business processes Figure 5.8 Traditional fashion business process (8–12 months)

13. Slide 5.13 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Design Discount Selling Distribu- tion Manufac- turing Purchase raw materials Zara’s business processes Figure 5.9 Zara’s business process (1–2 weeks)

14. Slide 5.14 Boddy et al., Managing Information Systems, 3 rd Edition, © Pearson Education Limited 2009 Managing process innovation – the organisational consequences Work units change Jobs change People’s roles change Focus of performance shifts Values change Source: Willcocks and Smith (1995).