Kuglin / Thielmann The Practical Real-Time Enterprise

Facts and Perspectives
1. Auflage 2005
ISBN: 978-3-540-27367-7
Verlag: Springer Berlin Heidelberg
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 560 Seiten

Speed as a factor for success Our modern industrial society lives life in the fast lane. The catchwords 'faster', 'shorter', 'more powerful' reflect what we experience in almost all aspects of our lives. Whether at home or at work, we are constantly on the move and in a rush. In our private lives we find rapid exchange of inf- mation most entertaining and we are fascinated by the wide range of inf- mation that pours in on us from all around the world, mainly via the new media. It gives us the feeling of being a part of the action everywhere and all the time. Seldom are we aware that the only reason this flood of inf- mation, often referred to as 'overstimulation', does not lead to overkill is that we manage to organize our time effectively. There are many parallels to this in the business world. Here too, a great deal of time pressure is exerted from outside; goals are set ever higher and deadlines become tighter. In other words, demands on our time demand faster reaction. Crucial information travels around the globe - across all time zones - in a matter of seconds. In fact, instead of CET or CEST, it would make sense to have a single time zone for the worldwide network called GST for Global Simultaneous Time. In business more so than in p- vate life, we are almost constantly online.

Autoren/Hrsg.

Kuglin, Bernd

Thielmann, Heinz

Inhaltsverzeichnis

1;Foreword;8
2;Content;12
3;The Real-Time Enterprise Facts, practices and prospects;16
4;I. Business processes in modern companies;26
4.1;Inter-company business processes and e-collaboration;28
4.1.1;Global corporate cooperation;28
4.1.2;Inter-company process from the perspective of integration;31
4.1.3;Beyond acceleration – Cost advantages from e-business solutions;34
4.1.4;Required standards and technologies;38
4.2;Business process management in real-time companies;44
4.2.1;Step 1: Internal business processes;45
4.2.2;Step 2: Inter-company business processes;48
4.2.3;Step 3: Business process networks;51
4.2.4;Conclusion and outlook;57
4.2.5;Bibliography;58
4.3;Michael Meyer;60
4.4;Competitive response: a new lens for evaluating company performance;72
4.4.1;Competitive responsiveness;73
4.4.2;Competitive response model;77
5;II. Typical examples from industries;86
5.1;Building the Real-Time Enterprise at DaimlerChrysler;88
5.1.1;A global operation;88
5.1.2;Bridging the gap between core processes;90
5.1.3;Real-time communications in manufacturing;91
5.1.4;Sales and marketing;93
5.1.5;Real-time employees;93
5.1.6;Future developments: expanding the Real-Time Enterprise;95
5.2;Real-time-oriented service architectures in the airline sector;96
5.2.1;Introduction or: ‘On the ancient Greeks, Mack the Knife and a horse that does not eat cucumber salad’;97
5.2.2;Integrated communication processes using Lufthansa as an example;99
5.2.3;And now?;104
5.3;The Extended Enterprise – Economic integration in real-time;110
5.3.1;Adaptation to new company structures;110
5.3.2;Environment within individual industries;112
5.3.3;Electronics industry;113
5.3.4;Automotive industry;117
5.3.5;Consumer goods industry;119
5.3.6;Chemical/Pharmaceutical industry;122
5.3.7;New integration platforms as the basis of the real-time extended enterprise;124
5.3.8;On the path to the real-time company: Coalescence of the real and virtual worlds;124
5.4;Strategic perspectives for the hotel industry;128
5.4.1;Growing requirements of guest service;128
5.4.2;Increasing the brand loyalty of hotel guests;129
5.4.3;Efficient infrastructure as a basic requirement;129
5.4.4;Modified investment model;130
5.4.5;Trend towards real-time communication;130
5.4.6;Advanced hotel solutions for guestrooms;132
5.4.7;Advanced hotel solutions for public areas;132
5.4.8;Advanced hotel solutions for conference areas;133
5.4.9;Advanced hotel solutions for back office/administration areas;133
5.4.10;Hotel Palafitte: the future has arrived;134
6;III. Technological networking;138
6.1;Technical networking;140
6.1.1;Building blocks for integrated and personalized communication;140
6.1.2;Introduction;141
6.1.3;Integrated communication;141
6.1.4;Personalized communication;144
6.1.5;Technical conditions;145
6.1.6;Personalized communication process;154
6.1.7;Summary and outlook;158
6.2;Designing more productive business processes with convergent networks;160
6.2.1;Introduction;160
6.2.2;Designing more productive business processes with convergent networks;161
6.2.3;Modern communication networks;162
6.2.4;Communication networks of the future;168
6.2.5;Unified user domains;174
6.2.6;Summary;177
6.3;QoS Architectures and Resource Management in the Intranet;180
6.3.1;QoS mechanisms;186
6.3.2;QoS Architectures;190
6.3.3;Discussion;199
7;IV. Technical process support;206
7.1;Business process evolution in real-time;208
7.1.1;Switching to the future;209
7.1.2;Manage change or die;209
7.1.3;Automation in the way?;210
7.1.4;Outsourcing: cut costs, lose control;211
7.1.5;Business process evolution;212
7.1.6;Implications of web services;213
7.1.7;Enterprise services architecture;214
7.1.8;Proving our point;215
7.2;I&C Technologies for a Real-Time Enterprise (RTE);216
7.2.1;Enabling technologies for a Real-Time Enterprise (RTE);217
8;V. Enterprise security;252
8.1;Secure mobile business solutions for real-time enterprises;254
8.1.1;Introduction;254
8.1.2;Mobile business processes;256
8.1.3;Company security;262
8.1.4;Secure mobile business solutions;265
8.1.5;Integrated security management;271
8.1.6;Summary;272
8.2;Identity & Access Management Faster ROI and improved security through efficient assignment of rights and access control;274
8.2.1;Benefits of Identity & Access Management;275
8.2.2;Concepts and technologies;278
8.3;Real-time business requires security, trust and availability;290
8.3.1;A must – data that is secure and always available;290
8.3.2;The security concept – the basis of credible data processing;292
8.3.3;Ensuring competitive advantage by checking security in real time;294
9;VI. Outsourcing;300
9.1;Intelligent IT sourcing in the financial industry: background, preconditions and requirements of future IT organization design;302
9.1.1;Context: why are alternative sourcing concepts necessary?;302
9.1.2;Preconditions, preparation and first steps;305
9.1.3;Smart sourcing and the future organization of the IT department – Impact;308
9.2;Outsourcing as a strategic management decision;312
9.2.1;Preface;312
9.2.2;The aims of IT outsourcing projects;313
9.2.3;Outsourcing in transition;314
9.2.4;Adding value by outsourcing the management of complexity;316
9.2.5;Living out an outsourcing partnership;319
9.2.6;Factors of success once the contract has been signed;323
9.2.7;Conclusion;323
9.3;Less costs, more functionality;325
9.3.1;Outsourcing and the transaction cost economy;325
9.3.2;Outsourcing – a subject for telephony and IT;326
9.3.3;Built to order in grand style;326
9.3.4;Cost reduction, cost transparency and innovations through outsourcing;327
9.3.5;Complex requirements;328
9.3.6;Positive outcome of outsourcing;329
9.3.7;Success factors in outsourcing;330
9.3.8;Professionalism is decisive;332
10;VII. Challenges facing qualification and management;334
10.1;Visual management;336
10.1.1;Introduction;336
10.1.2;The center for visual management as a control center;337
10.1.3;Company management in real time by performance management;339
10.1.4;Management disciplines as application fields for performance management;340
10.1.5;Conclusion;347
10.1.6;Bibliography;347
10.2;From CIO to Chief Process Officer;348
10.2.1;Catalog of tasks of the CPO;349
10.2.2;Real-time enterprise requires real-time business processes;351
10.2.3;Renaissance of the process;352
10.2.4;The CIO – an out-of-date model?;352
10.2.5;From CIO to CPO – more than just a change of name;353
10.2.6;RTE platform as the main responsibility of the CPO;355
10.2.7;Four skills of the CIO of the future;355
10.3;How to be switched on – without being switched off;358
10.3.1;Research highlights;360
10.3.2;Why are we so SAD?;361
10.3.3;There has to be a better way;362
11;VIII. The steps in evolving into an “E-Enterprise”;364
11.1;The RTE: it starts with early warnings;366
11.2; Towards the E-Enterprise: standards, networks and co-operation strategies;373
11.2.1;Introduction;373
11.2.2;The literature on network effects;375
11.2.3;A research framework for coordination networks;379
11.2.4;Developing a network model;386
11.2.5;Implications of the findings;390
11.2.6;Conclusions;392
11.2.7;Bibliography;394
11.3;The evolution to real-time architecture;400
11.3.1;Real-time capability leads to company success;400
11.3.2;Requirements placed on the IT infrastructure of a realtime enterprise;401
11.3.3;The constraints of today’s IT infrastructure landscape;406
11.3.4;Three phases for the infrastructure of a real-time enterprise;407
11.3.5;Development of the IT infrastructure in the context of the whole company;414
11.3.6;Outlook;415
11.3.7;Bibliography;415
11.4;Distributed mini-factory networks as a form of real-time enterprise: concept, flexibility potential and case studies;418
11.4.1;Competition in the real-time economy;418
11.4.2;Mass customization as a response to the real-time economy;421
11.4.3;Mini-factories as a real-time enterprise;424
11.4.4;Economic potential of a mini-factory;428
11.4.5;Customer interaction in the real-time enterprise;430
11.4.6;Examples of mini-factories for market-oriented production in practice;437
11.4.7;Summary;445
11.4.8;Bibliography;446
11.5;Organic IT: cut IT costs, speed up business;450
11.5.1;The architecture behind grid, utility, on demand, and adaptive technologies;450
11.5.2;Organic IT can deliver big IT cost savings — and business gains;450
11.5.3;But industry ideas and offerings are confusing;451
11.5.4;Firms must upgrade five technologies;456
11.5.5;Software: web services and composite apps enable business services;457
11.5.6;Servers: virtualized processing shares and maximizes computing capacity;458
11.5.7;Storage: automated management and virtualized disks optimize storage;459
11.5.8;Networks: automated, virtualized LANs and WANs simplify and speed networks;460
11.5.9;Management: the fabric operating system powers organic management;460
11.5.10;Recommendations;462
11.5.11;What it means;462
11.5.12;Endnotes;463
11.6;Living and working in a global network;468
11.6.1;Wired life;468
11.6.2;Corporate networks;468
11.6.3;Voice over IP;469
11.6.4;Mobile telephony: VoWLAN, UMTS, and more;471
11.6.5;Home networks – smart living;473
11.6.6;Internet access in automobiles;475
11.6.7;Internet access in the air;476
11.6.8;Internet access on trains;478
11.6.9;Brave new world?;479
11.6.10;Sources and links:;480
11.7;Delivering the promise. Making it pervasive;482
12;IX. The visions;494
12.1;Knowledge-based companies – objectives and requirements;496
12.1.1;The information age and knowledge-based society;496
12.1.2;Microelectronics and software: driving change;497
12.1.3;Product-based businesses versus knowledge-based businesses;500
12.1.4;Knowledge-based companies: a vision;501
12.1.5;Organization structures;502
12.1.6;Processes;503
12.1.7;Expertise;505
12.1.8;Employees;507
12.1.9;Values;508
12.1.10;Summary;510
12.2;Living and working in a networked world: ten trends;512
12.2.1;Preface;512
12.2.2;Trend 1:Globalization is intensifying international competition;513
12.2.3;Trend 2:Information and knowledge as productive factors;513
12.2.4;Trend 3:Information and communication technology is advancing at breakneck speed;514
12.2.5;Trend 4:Less manufacturing work, more knowledge-intensive services;515
12.2.6;Trend 5:Value-oriented company management;516
12.2.7;Trend 6:Demographic change: people are living longer;517
12.2.8;Trend 7:Virtualization and decentralization: virtual company networks;518
12.2.9;Trend 8:Miniaturization and individualization: the smaller the better, but ultimately it is the customer’s choice;519
12.2.10;Trend 9:Flexibilization: work when and where you like;520
12.2.11;Trend 10:Acceleration: follow the sun;521
12.2.12;Conclusions;522
12.3;Swarm organization – a new paradigm for the E-enterprise of the future;524
12.3.1;Scenario 2020: vision of a normal working day;524
12.3.2;Survival in real-time markets;526
12.3.3;The search for the organization of tomorrow;527
12.3.4;Understanding the swarm principle;528
12.3.5;Managing the swarm organization;530
12.4;Young professionals look to the communication of tomorrow;534
12.4.1;Future private communication;534
12.4.2;John Doe: animated vision of the future;536
12.4.3;New interfaces between man and computer;536
12.4.4;The ubiquitous computer;539
12.4.5;One terminal for various tasks;540
12.4.6;Working across borders;541
12.4.7;Key technical factors for company communication of the future;543
12.5;Information and communication in 20XX;546
12.5.1;Information and communication;546
12.5.2;Human, man-machine and machine-machine communication;547
12.5.3;Human senses;550
12.5.4;Network technologies;551
12.5.5;Access networks;552
12.5.6;Transmission networks;553
12.5.7;Corporate networks;555
12.5.8;Mobile networks;555
12.5.9;Internet;556
12.5.10;Next-generation networks;558
12.5.11;Convergence;559
13;List of authors;560

Leseproben

Shai Agassi (p. 193-194)

Business process evolution in real-time

New technology has always been both a driver of change and a primary tool for coping with change. In the current market place, every company is awash in computing power, network connectivity, and functionality provided by richly complex applications.

To win companies must create a recipe – a secret sauce – that combines their understanding of customer needs and ability to meet them with all the power that technology offers. The central problem facing most companies is that these days even when they find it, the sauce doesn’t stay secret for long. Technological product innovation, giving half a decade advantage to companies 20 year ago, now spread through the eco-system in less than 3 months. The only sustainable competitive advantage is the ability to adapt to change.

The concept of the real-time enterprise has emerged as the general shape of the solution. Yet the real-time enterprise requires continuous changes and ultimate flexibility in reconfiguring business processes to fit ever changing market conditions. As such, the Evolving Enterprise is a vision of the corporation as an organism that constantly assimilates new processes and adapts to them. In doing so, the organism changes itself to better respond to current conditions or to create a advantage changing the eco-system for other organism fighting for success.

To become an Evolving Enterprise companies must organize themselves, their technology foundation and their process landscape in a new way. They need to match a shortened change management cycle required by a rapidly evolving strategy with flexibility at the IT landscape that allows them to recompose their processes almost on the fly. All this needs to be done while at the same time reducing costs. At SAP®, we feel the key to this transformation is to put business processes front and center, and to build an entire infrastructure focused on lower the costs and increasing the speed of evolution in response to market forces.

Switching to the future

Consider the crossroads at which AT&,T arrived 60 years ago regarding its handling of long-distance telephone calls. At the time, most such calls were completed manually, by banks and banks of operators working in front of large plug boards. As AT&,T’s managers and technologists looked into the future, they saw that the volume of calls the company handled was about to explode. By increasing the capacity of trunk lines, technology had helped make long-distance calls much less expensive, more useful, and more attractive, which meant that usage of long-distance calling was bound to grow exponentially. But AT&,T quickly realized that to handle this growth using its old methods, it would eventually need to hire the entire population of the United States to work as telephone operators. To avoid that, the telephone company came up with a new breed of automated switch and a dialing scheme based on 3-digit area codes that together enabled subscribers themselves to dial and complete their own calls. Today, every CEO and CIO can see that something similar is happening in their own companies, but at a much more dramatic pace and involving much greater risk.