1. A Business Model
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16

2. A Business Model
A business can be considered to have five interdependent layers
Assets
Processes
Process Management
Process Improvement
Strategy and Leadership
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16 2

3. A Business Model Stakeholders Competitors Customers Suppliers Strategy
Assets
Processes
Process
management
improvement
Strategy
Suppliers
Customers
Competitors
Stakeholders
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16 3

4. A Business Model Stakeholders Competitors Customers Suppliers
Communication-Policy
Deployment - Values
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16 4

5. Layers of a Business Model
Assets
Foundation of the business
Employees and their skills and competencies, capital, equipment, facilities, intellectual prop.
Processes
Assets which are dynamically engaged by business processes
Supplier inputs are transformed into outputs for customers
Process includes:
Sequence or network of work activities
The organization, workgroup and individuals executing the process
Equipment and information systems that enable the process
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16 5

6. Layers of a Business Model
Process management
Monitor process performance against objectives and standards
To ensure that processes are meeting customer needs and internal performance objectives:
Typical metrics used:
Customer satisfaction
Employee satisfaction
Customer service
Product quality
Performance metrics internal to the process:
Time, Quality, Cost
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16 6

7. Layers of a Business Model
Process Improvement
Provides institutionalized changes in the business
To respond to:
Industry environment shift
Evolving customer needs
Improving competitor performance
Increasing stakeholder (e.g. Shareholders) expectations
Complementary activity to process management
Leadership and Strategy
Provides direction for asset utilization, processes, process management and process improvement.
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16 7

8. Continuum of Methodologies for Process Improvement
Operations Improvement
Focus on changing a specific operation, such as a task
Process Improvement
Involves more than improving a single operation
Involves restructuring, to meet a particular objective, all the operations of a process
Breakthrough Improvement (Reengineering)
Focus on major gains
Radically rethink the process
Leverage the possibilities of IT
Customer-supplier Partnering
Customer and supplier are involved in process changes
Total Quality Management
Covers both Process Improvement and Process Management
Malcolm Baldrige National Quality Award
Corporate Strategy and Development
Enterprise transformation 8
Source: (Hsu, 1994)

9. Continuum of Methodologies for Process Improvement9
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16

10. Mission and Vision Unaligned Employees and Departments
Desired direction and speed
Actual direction and speed 10

11. Mission and Vision Partially Aligned Desired direction and speed
Actual direction and speed 11

12. Mission and Vision Fully Aligned Desired direction and speed
Actual direction and speed 12

13. «It is a rare organisation that has fully aligned its change activities and focused them to ensure maximum leverage of its resources and ability to endure change.»
Source: Hsu, J.C., Kent, R., Weinman, J.B., Enabling Technologies for World-Class Business Operations, AT & T Technical Journal, Jan/Feb 1994, vol. 73, number 1, p 6- 16 13