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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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Title Page
Table of Contents
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
List of Tables
Chapter 1
Table 1.1. The environmental actors whose expectations must be considered while ...
Table 1.2. Impact of the company on environmental actors in the context of the c...
Table 1.3. Decision-making characteristics
Table 1.4. Gexpertise: overview of governance process maturity. Summary of resul...
Table 1.5. L’Oréal Group: overview of maturity of governance processes and CSR p...
Chapter 2
Table 2.1. The Safran Group: overview of the maturity of the product offering cr...
Chapter 3
Table 3.1. Air France: overview of the maturity of the supply chain process. Sum...
Chapter 4
Table 4.1. Lise Charmel: overview of the maturity of the digital transformation ...
Chapter 5
Table 5.1. H3O: overview of the maturity of the digital transformation focus. Su...
Chapter 6
Table 6.1. iXBlue: overview of the maturity of the ethics and compliance focus. ...
Chapter 7
Table 7.1. L’Oréal Group: overview of the maturity of the brand image and reputa...
Chapter 8
Table 8.1. Air France: overview of the maturity of the Lean management focus. Su...
Appendix
Table A.1. Maturity indicator definitions
List of Illustrations
Introduction
Figure I.1. Sustainable enterprise performance framework
Chapter 1
Figure 1.1. Enterprise governance
Figure 1.2. Illustration of governance principles by navigation. For a color ver...
Figure 1.3. The process of enterprise governance
Figure 1.4. The micro-environment of an enterprise
Figure 1.5. Intensity of competition (Porter 1982)
Figure 1.6. Operational business processes and resource mobilization
Figure 1.7. The four sections of the balanced scorecard
Figure 1.8. From internal processes’ performance to financial results
Figure 1.9. Security element relationships
Figure 1.10. The COSO 2 framework. For a color version of this figure, see www.i...
Figure 1.11. Dimensions of an Executive Manager
Chapter 2
Figure 2.1. The product offer creation tree. For a color version of this figure,...
Figure 2.2. Economic Analysis Council: Creativity and Innovation. Report piloted...
Figure 2.3. Impact of disclosure of information on an organization.
Figure 2.4. The trunk or product development process
Chapter 3
Figure 3.1. Supply chain process
Figure 3.2. The CQFD process performance indicators
Figure 3.3. Activity objectives of a process
Figure 3.4. The ABB–ABC–ABM model
Figure 3.5. Information System pyramid
Figure 3.6. Generic ABB–ABC–ABM model
Figure 3.7. Measures of performance: the balanced scorecard and ABB–ABC–ABM appr...
Appendix
Figure A.1. Maturity evaluation of French enterprises in terms of sustainable pe...
Figure A.2. Maturity evaluation of French enterprises in terms of sustainable pe...
Guide
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Table of Contents
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