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Jan Vom Brocke - One of the best experts on this subject based on the ideXlab platform.

  • From local IT needs to global Process Transformation: Hilti’s customer service program
    Business Process Management Journal, 2016
    Co-Authors: Jan Vom Brocke, Theresa Schmiedel, Alexander Simons, Alexander Schmid, Martin Petry, Christoph Baeck
    Abstract:

    – The purpose of this paper is to summarize an information technology (IT) initiative at Hilti Corporation that began with a local IT need and ended with the global Transformation of the company’s customer service Processes and infrastructures. The authors highlight 12 lessons learned from the Transformation, which Hilti referred to as the Global Contact Center (GCC) program. , – The authors analyze Hilti’s GCC program based on first-hand experience. Hilti applied an innovative, wave-like implementation approach that facilitated a fast roll-out, fostered peer-to-peer knowledge transfer, and helped to overcome reluctance to change. , – The analysis of Hilti’s approach to its new customer service management reveals a number of simple, yet, critical lessons learned regarding leveraging IT-driven business value through global Process Transformation. , – The case report can help researchers to further theorize about IT-enabled Process Transformation. The GCC program resulted in significant improvements in the performance and quality of customer service Processes and enabled transparent reporting and performance measurement on a global scale. , – Overall, the GCC case provides an illustrative example of successful Process Transformation at the global level that also demonstrates implementation challenges. As such, the case report can help practitioners in planning and executing similar projects toward customer service excellence. , – Hilti’s GCC case not only provides fresh insights into a successful Process Transformation. As it focusses on customer service, it also concerns an application area that has received little in the way of attention from Process Transformation research.

  • Handbook on Business Process Management (2) - Value-Orientation in Business Process Management
    Handbook on Business Process Management 2, 2014
    Co-Authors: Jan Vom Brocke, Christian Sonnenberg
    Abstract:

    The purpose of business Processes is to create value, and the purpose of business Process management is to support this value creation. However, the concept of value is little understood in BPM, and a number of BPM initiatives have missed the opportunity to demonstrate value creation in practice. In fact, there is little understanding in the BPM discipline concerning how business Processes become valuable and what kinds of value may arise from specific BPM initiatives. This chapter structures the value discussion in BPM by elaborating on the general notion of (economic) value and providing a frame of reference. Against this background we review extant contributions on value considerations in BPM and characterize the emerging field of value-oriented BPM. As an example, we present the Return on Process Transformation (ROPT) as a measure for evaluating the monetary effects of decisions on Process (re-)design.