Business process reengineering was a consulting fashion in the early 1990s that spurred many companies to purchase their first ERP systems. BPR proposes a fundamental redesign of core business processes to achieve substantial improvements in market and customer responsiveness, productivity, cycle times and quality. ERP systems support business process reengineering by guiding the step-by-step execution of the redesigned process to ensure that it is performed consistently. They also automate the handoffs between individuals and departments to accelerate completion of that process.
Topics: Analytics, business intelligence, data science, Internet of Things, Mobile, Big Data, Data Integration, Machine Learning, Customer Experience, Customer Analytics, digital technology, Machine Learning and Cognitive Computing, Wearable Computing, Digital Marketing, Digital Commerce, Office of Finance, Continuous Planning, ERP and Continuous Accounting, Financial Performance Management, Operations & Supply Chain, Enterprise Resource Planning, Sales Planning and Analytics, Cloud Computing
Senior finance executives and finance organizations that want to improve their performance must recognize the value of technology as a key tool for doing high-quality work. Consider how poorly your organization would perform if it had to operate using 25-year-old software and hardware. Having the latest technology isn’t always necessary, but it’s important for executives to understand that technology shapes a finance organization’s ability to improve its overall effectiveness.
Topics: Business Intelligence, Collaboration, data science, Mobile, Big Data, Machine Learning and Cognitive Computing, Mobile Technology, Office of Finance, Continuous Planning, ERP and Continuous Accounting, Financial Performance Management, Price and Revenue Management, Operations & Supply Chain, Enterprise Resource Planning, Inventory Optimization, Sales and Operations Planning, Analytics, Human Capital Management, Cloud Computing