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Process consulting for organizational capacity in voluntary sport clubs

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Factors and Competences for Business Process Management Systems implementation

De markt voor Business Process Management (BPM) software groeit razend snel. Voor 2010 wordt er een marktomvang voorspeld van tussen de 1 tot 6 miljard dollar, dit betekend dat deze markt sinds 2005 meer dan verdubbeld is. BPM krijgt ook in toenemende mate publiciteit in de markt echter dan gaat het veelal om wat BPM nu precies wel en niet is en niet over hoe het toegepast kan worden. Hetzelfde geldt voor BPM software, beter bekend als Business Process Management Systemen (BPMS). Het onderzoek beschreven in dit proefschrift focust op BPMS, het ontstaan, waar het naartoe gaat en wat er allemaal komt kijken bij de invoering en het gebruik ervan. De hoofdonderzoeksvraag in dit proefschrift is: Welke factoren en competenties bepalen het succes van de implementatie van Business Process Management Systemen in een specifieke situatie? Centraal in dit proefschrift staan de volgende onderzoeksvragen: 1. Wat zijn de succes factoren bij de implementatie van Business Process Management Systemen? 2. Welke competenties hebben stakeholders in een Business Process Management Systeem implementatie project nodig? 3. Hoe ziet een Business Process Management Systeem implementatie methodiek eruit welke rekening houdt met de omgevingsfactoren van een organisatie?

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Factors and Competences for Business Process Management Systems implementation

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Business Rules Explicitation in Inland Shipping

Planning of transport through inland shipping is complex, highly dynamic and very specific. Existing software support is focusing on road transport planning and/or is merely a visual representation of shipments to be manually assigned to particular vessels. As a result inland shipment planning is time-consuming and highly relies on the personal skills of the planner. In this paper we present a business rules based model that aims to further support inland shipping organizations in their shipment planning by identifying the characteristics and constraints that are of interest and the related explicated business rules. The model is derived from transport-related literature, explorative expert interviews and transport management software vendors. The usability and applicability of the model is subsequently successfully empirically tested using identified performance measures through a case study at a major European inland shipping broker

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Business Rules Explicitation in Inland Shipping

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Business model for business rules

Business rule models are widely applied, standalone and embedded in smart objects. They have become segregated from information technology and they are now a valuable asset in their own right. As more business rule models are becoming assets, business models to monetize these assets are designed. The goal of this work is to present a step towards business model classification for organizations for which its value position is characterized by business rule models. Based on a survey we propose a business model categorization that is aligned to different types of assets and business model archetypes. The results show five main categories of business models: The value adding business rule model, the ‘create me a business rule model’ business model, the KAAS business model, the bait and hook business model and the market place business model.

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The Future of Business Travel

This report provides the global community of hospitality professionals with critical insights into emerging trends and developments, with a particular focus on the future of business travel. Business travellers play a pivotal role within the tourism industry, contributing significantly to international travel, GDP, and business revenues.In light of recent disruptions and evolving challenges, this forward-looking study aims not only to reflect on the past but, more importantly, to anticipate future developments and uncertainties in the realm of business travel. By doing so, it offers strategic insights to help hospitality leaders navigate the ever-evolving landscape of the industry.Key findings from the Yearly Outlook include:• Recovery of International Travel: By 2024, international travel arrivals have surpassed 2019 levels by 2%, signalling a full recovery in the sector. In Amsterdam, there was a 13% decrease in business traveller numbers, offset by an increase in the average length of stay from 2.34 to 2.71 days. Notably, more business travellers opted for 3-star accommodations, marking a shift in preferences.• Future of Business Travel: The report outlines a baseline scenario that predicts a sustainable, personalised, and seamless business travel experience by 2035. This future will likely be driven by AI integration, shifts in travel patterns—such as an increase in short-haul trips, longer stays combining business and leisure—and a growing focus on sustainability.• Potential Disruptors: The study also analyses several potential disruptors to these trends. These include socio-political shifts that could reverse sustainability efforts, risks associated with AI-assisted travel, the decline of less attractive business destinations, and the impact of global geopolitical tensions.The Yearly Outlook provides practical recommendations for hospitality professionals and tourism policymakers. These recommendations focus on building resilience, anticipating changes in business travel preferences, leveraging AI and technological advancements, and promoting sustainable practices within the industry.

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A business model design framework for viability

Purpose: To facilitate the design of viable business models by proposing a novel business model design framework for viability. Design: A design science research method is adopted to develop a business model design framework for viability. The business model design framework for viability is demonstrated by using it to design a business model for an energy enterprise. The aforementioned framework is validated in theory by using expert opinion. Findings: It is difficult to design viable business models because of the changing market conditions, and competing interests of stakeholders in a business ecosystem setting. Although the literature on business models provides guidance on designing viable business models, the languages (business model ontologies) used to design business models largely ignore such guidelines. Therefore, we propose a business model design framework for viability to overcome the identified shortcomings. The theoretical validation of the business model design framework for viability indicates that it is able to successfully bridge the identified shortcomings, and it is able to facilitate the design of viable business models. Moreover, the validation of the framework in practice is currently underway. Originality / value: Several business model ontologies are used to conceptualise and evaluate business models. However, their rote application will not lead to viable business models, because they largely ignore vital design elements, such as design principles, configuration techniques, business rules, design choices, and assumptions. Therefore, we propose and validate a novel business model design framework for viability that overcomes the aforementioned shortcomings.

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A business model design framework for viability

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Management Consulting Practice on Intellectual Capital

Today, Intellectual Capital plays a principal role in the delivery of corporate performance. This importance is reflected in the fact that companies, without the force of any regulations, start to produce intellectual capital statements to communicate their performance; accounting guidelines are being developed and standards are being questioned and reviewed; software companies such as SAP, Hyperion, Oracle, or Peoplesoft are developing applications to address this, and even governments are beginning to measure the intellectual capital of cities, regions, and countries. Accenture writes that today's economy depends on the ability of companies to create, capture, and leverage intellectual capital faster than the competition. Cap Gemini Ernst & Young believes that intangibles are the key drivers for competitive advantage. KPMG states that most general business risks derive from intangibles and organizations therefore need to manage their intangibles very carefully. PricewaterhouseCoopers writes that in a globalized world, the intellectual capital in any organization becomes essential and its correct distribution at all organizational levels requires the best strategy integrated solutions, processes and technology. Even though the leading management consulting firms recognize the importance of intellectual capital – they seem to suffer from the same predicament as the field as a whole. Intellectual capital is defined differently and the concept is often fuzzy. In this special issue of the leading journal in the field we would like to bring together the definitions, approaches, and tools offered by the leading management consulting firms. It will be a unique opportunity to disseminate your understanding of this critical area of management and allow you to illustrate your approaches and tools.

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Management Consulting Practice on Intellectual Capital

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Methods and Concepts for Business Rules Management

The main question in this PhD thesis is: How can Business Rules Management be configured and valued in organizations? A BRM problem space framework is proposed, existing of service systems, as a solution to the BRM problems. In total 94 vendor documents and approximately 32 hours of semi-structured interviews were analyzed. This analysis revealed nine individual service systems, in casu elicitation, design, verification, validation, deployment, execution, monitor, audit, and version. In the second part of this dissertation, BRM is positioned in relation to BPM (Business Process Management) by means of a literature study. An extension study was conducted: a qualitative study on a list of business rules formulated by a consulting organization based on the Committee of Sponsoring Organizations of the Treadway Commission risk framework. (from the summary of the Thesis p. 165)

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Producten 1.551

Process consulting for organizational capacity in voluntary sport clubs

Factors and Competences for Business Process Management Systems implementation

Business Rules Explicitation in Inland Shipping

Business model for business rules

The Future of Business Travel

A business model design framework for viability

Management Consulting Practice on Intellectual Capital

Methods and Concepts for Business Rules Management

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Producten 1.551

Process consulting for organizational capacity in voluntary sport clubs

Factors and Competences for Business Process Management Systems implementation

Business Rules Explicitation in Inland Shipping

Business model for business rules

The Future of Business Travel

A business model design framework for viability

Management Consulting Practice on Intellectual Capital

Methods and Concepts for Business Rules Management

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