Conclusion 04

Conclusion 04: Success Correlates With Commitment

Successful companies don't treat process change the same way as less successful firms. The best firms are more likely to genuinely commit to continuous process improvement, and treat IT and business managers as partners in business process change. Less successful companies focus more on costs to determine the effectiveness of their processes.

More successful firms are firmly committed to continuous process improvement, 76% versus 53%, and they are more likely to have well-defined methods for achieving it, 43% versus 20%.

When it comes to coordinating business processes between departments, 59% of more successful companies do this well, versus only 31% at less successful firms. IT and business units are more likely to work as partners at more successful firms, 61% versus 47%. In less successful companies, the business units go it alone, 51% versus 34%.

What are the most important issues driving change in successful companies? More successful companies tend to have a balanced view, with the need to reduce costs (26%), im-prove productivity (23%) and increase revenue (23%) clustering at the top of the list. Less successful companies emphasize cost reduction much more highly, at 45%.

More successful companies rank customer satisfaction as the best indicator of the effectiveness of business processes (24%), while less successful companies point to costs (24%).

This article was originally published on 08-13-2002
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