Business decisions and business logic are an important part of an organization’s daily activities. In the not so near past they were modelled as integrative part of business processes, however, during the last years, they are managed as a separate entity. Still, decisions and underlying business logic often remain a black box. Therefore, the call for transparency increases. Current theory does not provide a measurable and quantitative way to measure transparency for business decisions. This paper extends the understanding of different views on transparency with regards to business decisions and underlying business logic and presents a framework including Key Transparency Indicators (KTI) to measure the transparency of business decisions and business logic. The framework is validated by means of an experiment using case study data. Results show that the framework and KTI’s are useful to measure transparency. Further research will focus on further refinement of the measurements as well as further validation of the current measurements.
Decisions and business rules are essential Components of an organization. Combined, these components form a basis for securing the implementation of new laws, regulations and internal policies into processes, work instructions and information systems. To ensure proper implementation, business rule types must be taken into account, as the functions per type may be different. The current body of knowledge on decision and business rule management offers some insights into different types of business rules, however, these types are often presented as a secondary focus of a contribution or set in stone without proper evidence supporting these claims. This study therefore aims to explore the different business rule types utilized in the body of knowledge as well as practice. This will form a basis to determine possible overlap and inconsistencies and aid in establishing the functional differences between the defined business rule types. By applying a literature review, semi-structured interviews and secondary data analysis, we observed that the current body of knowledge shows serious diffusion with regards to business rule types, the same holds for practice. Therefore, future research should focus to research these differences in detail with the aim to harmonize the proliferation of business rule types.
Research, advisory companies, consultants and system integrators all predict that a lot of money will be earned with decision management (business rules, algorithms and analytics). But how can you actually make money with decision management or in other words: Which business models are exactly available? In this article, we present seven business models for decision management.
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English: This living lab aims to support the creation, development and implementation of next generation concepts for sustainable healthcare logistics, with special attention for last mile solutions. Dutch healthcare providers are on the verge of a transition towards (more) sustainable business models, spurred by e.g., increasing healthcare costs, ongoing budget cuts, tight labor market conditions and increasing ecological awareness. Consequently, healthcare providers need to improve and innovate their business model and underlying logistics concept(s). Simultaneously, many cities are struggling with congestion in traffic, air quality and liveability in general. This calls for Last Mile Logistics (LML) concepts that can address challenges like effective and efficient resource planning, scheduling and utilization and, particularly, sustainability goals. LML can reduce environmental and social impact by decreasing emissions, congestion and pollution through effectively consolidating in-flows of goods and providing innovative solutions for care, wellbeing and related services. The research and initiatives in the living lab will address the following challenges: reducing the ecological footprint, reducing (healthcare-related) costs, improving service quality, decreasing loneliness of frail citizens and improving the livability of urban areas (reducing congestion and emissions). Given the scarcity and fragmentation of knowledge on healthcare logistics in organizations the living lab will also act as a learning community for (future) healthcare- and logistics professionals, thereby supporting the development of human capital. By working closely with related stakeholders and using a transdisciplinary research approach it is ensured that the developed knowledge and solutions deliver a contribution to societal challenges and have sound business potential.
English: This living lab aims to support the creation, development and implementation of next generation concepts for sustainable healthcare logistics, with special attention for last mile solutions. Dutch healthcare providers are on the verge of a transition towards (more) sustainable business models, spurred by e.g., increasing healthcare costs, ongoing budget cuts, tight labor market conditions and increasing ecological awareness. Consequently, healthcare providers need to improve and innovate their business model and underlying logistics concept(s). Simultaneously, many cities are struggling with congestion in traffic, air quality and liveability in general. This calls for Last Mile Logistics (LML) concepts that can address challenges like effective and efficient resource planning, scheduling and utilization and, particularly, sustainability goals. LML can reduce environmental and social impact by decreasing emissions, congestion and pollution through effectively consolidating in-flows of goods and providing innovative solutions for care, wellbeing and related services. The research and initiatives in the living lab will address the following challenges: reducing the ecological footprint, reducing (healthcare-related) costs, improving service quality, decreasing loneliness of frail citizens and improving the livability of urban areas (reducing congestion and emissions). Given the scarcity and fragmentation of knowledge on healthcare logistics in organizations the living lab will also act as a learning community for (future) healthcare- and logistics professionals, thereby supporting the development of human capital. By working closely with related stakeholders and using a transdisciplinary research approach it is ensured that the developed knowledge and solutions deliver a contribution to societal challenges and have sound business potential.