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1、BostonConsultingGroupBPRApproachKaiA.SimonViktaInstitute1GeneralaspectsTheBCGhasabackgroundinstrategyconsultingconsidersitselfasamajcontributtothestrategyfield.SeveraloftheconceptsbeingdevelopedbyBCGhaveinfactfoundtheirw
2、ayintothegeneralmethodptfolioofstrategydevelopmentstrategicchange.ThemostprominentoneistheBostonMatrix(BostonSquare)aqualitativetechniquefproductlifecycleproductptfolioanalysis.TheBCGemploysasetoftwelveguidingprinciplesf
3、reengineering.Eventhoughtheycannotbeconsideredasafmalmethodtheyprovideabasisftheanalysisdesignwkbeingpartofaprocessimprovementinitiative.TheBCGapproachhasaclearfocusonprocesscycletimehasbeenpromotedunderthenameofTimeBase
4、dCompetition.ThepublicationofabookunderthenameofCompetingagainstTime:HowtimebasedcompetitionisreshapingglobalmarketsauthedbyBCGconsultantsGegeStalkThomasHout(1990)hasbeencontributingtomakingBCGaplayerinthearena.Accdingto
5、theprinciplesoftheBCGapproachtimeisthemostimptantaspectofprocessimprovementconstitutesaprerequisitedriverfimprovementsinotherperfmancedimensionssuchascostquality.Therelationbetweenthedifferentdimensionscanbedescribedlike
6、following.beenexploitedbythecompanyanycompetit.AthirdareafITuseisthesupptofinfmationrichprocesseswhereITcanprovidehelpinmanaginglargeamountsofinfmationefficiently.Usinginfmationtechnologyfachievingcompetitiveadvantageinc
7、ludesagenuineunderstingofhowitcanbedeployedwhenthisshouldbedonewherethe”how”questionisansweredbylinemanagerstogetherwithITexpertsthe”when”questionbytopmanagementwhichhastoplanguidetheimplementationaccdingtothefirm’sstrat
8、egicobjectives.3ThetwelveprinciplesofreengineeringBCGisusingasetof12principlesthatareusedasguidingprinciplesratherthanimperativesfthechangeprocess.Takingitsstartingpointintheroleofsenimanagementstrategytheseguidelinesbas
9、icallydescribethecriticalsuccessfactsfareengineeringproject.ThefollowinglistsummarizestheBCGprinciplesprovidesashtinterpretationoftheirmeaning.?Senimanagementmustleadreengineering.Thismeansfirstlythatsenimanagementsrolei
10、stoleadthechangebutnottomanageit.Itisimptanttodistinguishbetweentheseroleswhereleadingmeansfacilitatingpromotingsponsingwhereasmanagingmeanscontroldirectintervention.Secondlysenimanagementisresponsiblef“shakingthebarrier
11、“i.e.removingroadblockssetupwithintheganizationbypeopleopposingthechangeprocess.?Strategymustdrivereengineering.Thefemoststrategicobjectiveistocreatecompetitiveadvantage.Howevercompetitiveadvantageisnotsolelydependingfro
12、mcompanyinternalstructuresprocessesbutisbasicallycreatedthroughdeliveringservicetocustomers.Consequentlytheunderlyingstrategysupptingthereengineeringefftmusttakeintoconsiderationexternaleffects.Inadditionstrategymustbeba
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