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Part 2: Focus on Medium- to Long-term Performance Levers
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Part 2: Focus on Medium- to Long-term Performance Levers
by Jean-Louis Leignel, Emmanuel Menager, Serge Yablonsk
Sustainable Enterprise Performance
Cover
Foreword
Acknowledgements
Introduction
Part 1: A Global Framework for the Governance Process and Indicators of Sustainable Performance
1 The Governance Process
1.1. Enterprise governance
1.2. Strategic business development
1.3. Taking into account corporate social responsibility: the governance process
1.4. Translation of strategic objectives at the level of operational processes
1.5. Monitoring objective achievement and risk control
1.6. The role of decision-makers in the governance process
1.7. Case studies: assessing the maturity of the governance process
2 The Process of Creating Product Offerings
2.1. Introduction
2.2. The business’ economic environment and its ecosystem or “humus”
2.3. Exploitation of the business’ key assets or “roots”
2.4. Best practice in operations involved in the process or the “trunk”
2.5. Case study: assessing the maturity of the offer creation process
2.6. Indicators of the performance of the offer creation process
3 The Process of Product and Service Production
3.1. The strategic importance of the “supply chain” within digital development
3.2. Description of the “supply chain” process
3.3. Good practices and performance indicators for operations involved in the production process
3.4. The economic performance of the processe
3.5. The big picture of performance in the “supply chain” process
3.6. Case study: assessing the maturity of the supply chain process
Part 2: Focus on Medium- to Long-term Performance Levers
4 Digital Transformation
4.1. The importance of managing issues concerning the “digital transformation”
4.2. The importance of monitoring digital developments
4.3. Artificial intelligence and robotization
4.4. Case study: assessing the maturity of digital transformation
5 Enterprise Culture
5.1. The importance of enterprise culture for performance
5.2. Case study: assessing the maturity of enterprise culture
6 Ethics and Compliance
6.1. The importance of ethics and compliance issues for performance
6.2. Case study: assessing the maturity of ethics and compliance aspects
7 Brand Image and Reputation
7.1. The importance of brand image and reputation management for performance
7.2. Case study: assessing the maturity of brand image management
8 Lean Management
8.1. The importance of “Lean management” concepts for performance
8.2. Measures of Lean performance
8.3. Lean management in the IT industry or IT departments of enterprises
8.4. Lean management in the service industries
8.5. What is a “Lean start-up”?
8.6. Conclusion
8.7. Case study: assessing the maturity of Lean management practices
Appendix
Glossary
References
Index
End User License Agreement
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3 The Process of Product and Service Production
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4 Digital Transformation
Part 2
Focus on Medium- to Long-term Performance Levers
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