000			01422nam a22002177a 4500
999			_c1712 _d1712
005			20220325101547.0
008			220325b ||||| |||| 00| 0 eng d
020			_a9780875845883
082			_a658.4063 _bKEE
100			_aKeen, Peter G. W. _9864
245			_aThe process edge: creating value where it counts
260			_bHarvard Business School Press _aBoston _c1997
300			_axvii, 185 p,
365			_aUSD _b24.95
520			_aIs business process improvement a fad? This book will remove all doubt: it's not. Process can be the key to competitive edge only if business leaders recognize process for what it really is: a strategic asset deployed to create wealth. Peter Keen shows how companies can take charge of change by identifying a limited number of major opportunities for improvement, and then focusing attention, money, and human resources on them - investing only in the processes that make a difference. Getting the right process right means using capital to build wealth. Applying the principles of The Process Edge will help managers resolve the process paradox by measuring the genuine cost and economic value of process improvements and investing only in those that will make their companies thrive.
650			_aOrganizational effectiveness _91355
650			_aReengineering (Management) _92358
650			_aStrategic planning _9291
650			_aBusiness planning _9967
942			_2ddc _cBK