Executive Commentary

PurposeProcess mapping is used to articulate the activities and procedures of business entities in a graphical way as pictorial images readily convey considerable information. The objective of this research is to provide evidence and a methodology to assist organizations in evaluating the early stages of their process mapping efforts.Design/methodology/approachA review of literature identifies key characteristics of transparency (process visibility) related to process mapping. Quizzes and surveys are used to study the impact of process mapping on transparency in an employee training session.FindingsThe paper finds that process mapping increases transparency between 5 percent and 27 percent for the applications discussed in this paper.Research limitations/implicationsThe research presumes that better understanding and recall of the company's business processes equates to higher transparency. This research study is limited to one field test, organization, and process mapping methodology. These limitations should be considered when extrapolating the results to other organizations.Practical implicationsThe methodology outlined in this paper provides a way to measure the impact that formalizing (mapping) an organization's business processes and then using these maps to communicate the organization's business processes has on an individual employee's understanding and recall of those business processes. This methodology may help other organizations evaluate the early stages of their process mapping efforts.Originality/valueA measurable definition of transparency is developed. A field study provides evidence that process mapping increases transparency and a methodology is shared for others to study the impacts of their process mapping efforts.

Embracing the Self-Service Economy

PT. Electrical MBS address at the Rukan City Garden Maisonete A 1/5 East Cengkareng, West Jakarta is a PT engaged in the sale of electrical equipment that is being developed in the field of buying and selling daily necessities. The author conducted research based on the company's business processes. Managed business process is ordering, purchasing and sales. Research conducted covering all business processes that originally done manually later on Automated via a web-based application system. The author also help the company to see the reports generated by the existing business processes. Moreover, the author also assist the company in determining the supplier for each item that is using the Decision Support System with Analytical Hierarchy Process method. Aplication made is expected to help the company to run its business and simplify the control of the company in general .

In modern times, the concept of “business model” is widely used in scientific articles and literature, and is often associated with the concept of A. Osterwalder, which links a company's business processes with its strategy. However, there are different points of view on the concept of “business model”. Some consider it as a set of company processes, others link it to innovation or a management tool of the business. Osterwalder's supporters consider the business model as a concept that helps to achieve strategic goals and defines the functioning of a business. There is also a debate among researchers as to whether the concept of business model refers to strategy or separate categories. Opinions are divided but agree that definitions of “business model” are different, they can range from strategy to organizational theory.

Предметом исследования является процесс формирования новых бизнес-моделей высокотехнологичных компаний в условиях глобальной цифровой кооперации. Цель: исследование перспектив и проблем формирования новых бизнес-моделей высокотехнологичных компаний России в условиях глобальной цифровой кооперации. Методология исследования носит междисциплинарный характер, в статье применяются как общенаучные методы, так и специальные аналитические и статистические методы исследования, а также метод научного синтеза. Исходные цифровые данные для анализа взяты из открытых источников тематических обзоров консалтинговых агентств VC.RU, Центр исследований Сколково, Digital IQ, PWC. Результаты исследования подтвердили гипотезу о том, что для поддержания конкурентной позиции и обеспечения умного роста высокотехнологичных компаний РФ необходимо обновление их стратегических бизнес-моделей Выводы: 1. Основные бизнес-модели устройства высокотехнологичных компаний включают в себя: интеграционную бизнес-модель, дирижистскую, модель лицензирования. 2. Как показало исследование, российские финтех-компании практически дублируют зарубежный опыт и тренды цифровизации бизнес-процессов, что связано как с глубокой интеграцией российских банков в мировую банковскую систему, так и тщательно отлаженные стандарты цифрового этикета, и методологию построения операционных бизнес-процессов в цифре. 3. У российских High-Tech компаний нефинансового сектора имеется значительное расхождение в части мотивации к новаторству (16,0 % в РФ против 36,0 % в мире), готовность работать в новой отрасли или выход на новый рынок (4,0 % против 18,0 %), зато ввиду наличия существенных пробелов с эффективностью организации операционных бизнес-процессов менеджмент оценивает новую бизнес-модель именно с позиции ее потенциальных способностей сократить операционные издержки. 4. Для финтех-компаний ожидается использование таких бизнес-моделей, как следующий гигант (Next Giant), партнер по своей воле, пятый элемент. Для нефинансового сектора — охотники за эффективностью и новаторы. Завершающим этапом масштабной эволюции бизнес-моделей высокотехнологичных компаний финансового и нефинансового сектора РФ станет массовизация бизнес-модели кросс-функциональной экосистемы. Результаты исследования могут быть использованы как в образовательном процессе в рамках преподавания дисциплин «Стратегический менеджмент», «Управление проектами», «Бизнес-моделирование», «Форсайт-менеджмент», так и в практическом аспекте при разработке проектов обновления стратегических бизнес-моделей высокотехнологичных компаний. Дальнейшие направления исследований планируется акцентировать на оценке финансово-экономического потенциала роста обновленных бизнес-моделей, анализа возможностей масштабирования новых бизнес-моделей на мезоуровне, а также тестирование возможности создания высокотехнологичных франшиз и их экспорта. Subject of research: the process of forming new business models of high-tech companies in the context of global digital cooperation. Goal: To study the prospects and problems of forming new business models of high-tech companies in Russia in the context of global digital cooperation. The research methodology is interdisciplinary, the article uses both general scientific methods, as well as special analytical and statistical methods of research, as well as the method of scientific synthesis. Initial digital data for analysis are taken from open sources of thematic reviews of consulting agencies VC.RU, Skolkovo Research Center, Digital IQ, PWC. The results of the study confirmed the hypothesis that in order to maintain a competitive position and ensure smart growth of high-tech companies of the Russian Federation, it is necessary to update their strategic business models Conclusions: 1. The main business models of the device of high-tech companies include: integration business model, conducting, licensing model. 2. As the study showed, Russian fintech companies practically duplicate foreign experience and trends in the digitalization of business processes, which is associated with both the deep integration of Russian banks into the global banking system, as well as carefully debugged digital etiquette standards, and the methodology for building operational business processes in the figure. 3. Russian High-Tech companies in the non-financial sector have a significant discrepancy in terms of motivation for innovation (16.0% in the Russian Federation versus 36.0% in the world), readiness to work in a new industry or enter a new market (4.0% versus 18.0%), but due to significant gaps in the effectiveness of the organization of operational business processes, management evaluates the new business model precisely from the position of its potential abilities to reduce transaction costs. 4. For fintech companies, the use of business models such as the next giant (Next Giant), a partner of its own free will, the 5th element is expected. For the non-financial sector – efficiency hunters and innovators. The final stage of the large-scale evolution of business models of high-tech companies in the financial and non-financial sector of the Russian Federation will be the mass of the business model of the cross-functional ecosystem. The results of the study can be used both in the educational process as part of the teaching of the disciplines "Strategic Management," "Project Management," "Business Modeling," "Forsyth Management," and in the practical aspect when developing projects for updating strategic business models of high-tech companies. Further research areas are planned to focus on assessing the financial and economic potential of the growth of updated business models, analyzing the possibilities of scaling new business models at the meso-level, as well as testing the possibility of creating high-tech franchises and their exports. Key words: business model, strategies, innovation, digitalization, intellectual capital, stakeholders, Industry 4.0, proactive development, venture capital investments.

The article systemises methodical instruments for evaluating efficiency of measures of digitalisation of business processes of enterprise. A schematic diagram of a general algorithm for evaluating the effectiveness of measures to digitalise the business process of enterprises has been developed. It is determined that assessing the degree of effectiveness of measures to digitalise the business processes of enterprise will also indirectly create conditions for identifying bottlenecks, based on which the management of enterprise will be able to make operational management decisions to optimise the business process through its digital development. It is substantiated that the assessment of business processes and their digitalisation should lie within the functional responsibilities of a certain entity; for this purpose, it is proposed to establish committees at the enterprise to assess the efficiency and digitalisation of business processes. In addition to formulating proposals for eliminating bottlenecks and directions and methods of digitising the company's business processes, the functional responsibilities of the Business Process Efficiency and Digitalisation Committee include the function of assessing the efficiency of an already digitised business process. For this purpose, the Committee develops analytical tools using established business process evaluation methods adapted to the evaluation of a digitised business process, which may include the PDCA cycle, internal audit of business processes, analysis of key performance indicators, functional and cost analysis, and analysis of stakeholder requirements. Each of the proposed instruments for evaluating the effectiveness of measures to digitalise the enterprise's business processes is adapted. It is summarized that when assessing the efficiency of business processes with a view to determining the need for their digital transformation or assessing the efficiency of a digitised business process, it is advisable for an enterprise to approach this issue in a comprehensive manner, namely, to develop clear policies and procedures by establishing and regulating the activities of the committee for assessing the efficiency of the enterprise's business processes by delegating to it a responsible person from each unit for managing business processes that create value or participate in this process.

The article is devoted to development of provisions for securing business flexibility in conditions of war in Ukraine. It is recommended that even during the war Ukrainian companies should strive to follow the scientific approaches to management, including the process approach as one of the most widely used. The article stresses the advantages of process approach to management and Business Process Management as its practical implementation, such as standardization of business processes (allowing companies to continuously follow the optimal way to perform the business process, to automate it and to decrease the variability of its outputs); integration of different functional areas in company’s activity; improved productivity; continuous business process improvement; visibility, transparency and measurability of the company’s activity, allowing to determine and eliminate the root causes of business process failures; clear definition and distribution of duties, roles and responsibilities in the company; improved knowledge management and auditing procedures. Despite the point of view that Business Process Management decreases the business flexibility due to standardization of processes, the article states that being properly designed, business processes must have multiple alternative scenarios, allowing to quickly changing the way the business process is performed and thus improving its flexibility. But even if a company was not prepared for the scenario of war, it can follow the recommendations provided in this article in order to secure the flexibility of its entire business and separate business processes. Such recommendations include actualization the key reference points in the company’s activity (goals, customers, suppliers, products, etc.); identification of the most problematic business processes affected by the war; development or change of the business process descriptions, which must be more or less detailed depending on the level of process, its technological variability and the level of uncertainty in environment; reviewing the requirements to business processes outputs and inputs; and reviewing the business rules related to changes in business processes.

P2 Science starts green chemistry advanced manufacturing plant

In modern economic conditions, each company seeks to increase the level of competitiveness. In this regard, it is necessary to use modern management tools, including those based on information technology. For effective company management, it is necessary to timely examine its business processes. Effective management measures are selected depending on the completeness of the description and modeling of business processes. This article provides a description of business processes, describes the possible strategy and SWOT analysis on the example of car service activities. It is shown that to analyze the current activities of the company, they use the «goal tree», «problem tree», «strategy tree». The proposed company strategy is aimed at increasing the company's profits. SWOT analysis and analysis of the external environment of the company revealed the strengths and weaknesses to improve future activities. Based on a comprehensive analysis business process models in the «as is» and «to be» notations will be developed that will allow company management to assess the state of the companies business processes before and after their improvement. Such a research is aimed at choosing a strategy for improving or reengineering the company activities.

The Halal Product Assurance System (HPAS) covers a business's entire business process, starting from purchasing materials to products being delivered to consumers. The food industry, including catering services such as restaurants, needs to implement this SJPH to ensure product halalness and increase its competitive advantage. The application of SJPH has an impact on the business strategy being implemented. Based on this relationship, we conducted this research to integrate SJPH into a restaurant business model, namely the Soedirman halal canteen. The business model is designed using a business model canvas which comprehensively describes the running business, while SJPH refers to Decree No. 57 in 2021. he business model with SJPH integration is evident in the value proposition, namely guarantees related to the halalness of its products, so that customer segmentation becomes more specific to the Unsoed and Muslim academics around the campus. Changes can also be seen in customer relations, where the canteen provides halal education for its customers, key partnerships select halal material suppliers, and critical activities include business processes and halal training. Evaluation and monitoring. Another aspect that is imposed is the cost structure, where additional costs exist for implementing and submitting halal. Hopefully, this canvas model can make it easier for the Soedirman halal canteen to operate by implementing SJPH and become an example for other restaurants that want to implement it.

Companies exhibit growing interest in sustainability rhetoric. Such an interest is alternatively justified by a company's need to address legitimacy instances, rather than to satisfy stakeholders' requests about its sustainability performance. Whatever the case, a main debated issue concerning sustainability rhetoric deals with the difficulties in understanding whether companies' commitment towards sustainability is "real", or it only consists of "empty words" that hide opportunistic strategies. Our paper contributes to this debate, proposing a methodological approach, which is based on a company's business model (BM) representation. We argue that the inclusion of adequate sustainability information in a company's BM representation can testify to a real company's engagement, as it illustrates how sustainability affects its value creation process. Compared to extant methodological proposals, mainly based on linguistic analyses, our approach does not require specific competences to be applied. Moreover, it saves user's time, as it allows the assessment of entire company's sustainability rhetoric through the analysis of the information reported in its BM. Our approach is consistent with previous contributions that propose a company's BM as a representation device able to illustrate strategic information that cannot be represented in the traditional corporate reporting. Our approach proposes a possible answer to address the challenges faced by regulators and standard setters involved in the regulation of sustainability disclosure. Such approach has found a first step of implementation in the UK, where since 2013, listed companies are requested to describe their BM in Strategic Reports.

The article defines the essence of the concept of «business process». The classification of business processes of financial and industrial companies is presented. The components of ensuring effective management of business processes of a financial and industrial company are substantiated. The structure of business processes of domestic organizations includes three main levels – executive, middle (management) and operational. At each of these levels, employees perform specific functions that allow for the smooth operation of short-term and long-term goals and the control of this work. This type of development of business processes of financial and industrial companies is basic and can be expanded by individual resource allocation strategies. It is worth noting that the three-level structure of business processes of a financial and industrial company is universal and can be used in organizations of various profiles due to its simplicity and efficiency. At the same time, there are different types of processes that are used in companies, and their features greatly affect the specifics of the business and the results. The main directions of organizational and economic support for the development of business processes of financial and industrial companies have been identified. The efficiency of business processes development of a financial and industrial company depends on internal factors, among which the most significant are technical and technological equipment, use of modern information technologies, and personnel qualifications. Internal factors in management are of particular importance. It determines the relationship between the company's employees and have a decisive impact on the system of interaction with the external environment in the formation of organizational support. The system of organizational and economic support for the development of business processes is a management method of financial and industrial company, where activities are considered as a combination of interrelated processes directed at creating a goal result (product or service) that has a value for the consumer and generates income for the financial and industrial company. The efficiency is not measured by the quality of performance of individual functions by each of the company's divisions, but by the aggregate result obtained in the course of performing all functions along the entire value chain of financial and industrial company.

Digital transformation is forcing companies to rethink their processes to meet current customer needs. Business Process Management (BPM) can provide a means to structure and address this change. However, most BPM approaches face limitations on the number of processes they can optimize at the same time, due to complexity and resource constraints. The article is devoted to data mining as a tool for modeling and improving the company's business processes. Process Mining is a collection of data-driven diagnostic and business process improvement methods that combine machine learning and BPM. Among the advantages of Process Mining is more efficient management decision making. The possibility of introducing Process Mining methods into the work of a telecommunications company for the automatic collection of information about business processes and building a map of business processes is analyzed. The use of Process Mining methods will allow a telecommunications company to optimize the work of its departments and increase customer satisfaction. In addition, the implementation of this system contributes to a better analysis of the results of the execution of business processes for providing access to the Internet. This will improve the regulations for these processes, control of their compliance and the procedure for making managerial decisions at a higher quality level.

Product returns are one of the challenges for business people in the manufacturing sector, which occurs because consumers are attracted to the products they produce. In recent years, it has been identified and reported that returns on food products have also increased drastically. This has serious health and economic consequences for both the company and society. Product returns are also a big challenge for a food company PT. XYZ. This company gets a very high number of products, so it suffers a huge loss. Product returns at PT. XYZ because the food products sold exceed the expiration date. A high number of products can affect the business goals of a company. To overcome this problem, the author aims to identify the company's business processes to find out the causes. The method presented here is a hybrid method, that is, composed of three methods, namely Root Cause Analysis (RCA), Lean Thinking methods and Fuzzy Takagi-Sugeno. Identification of the causes of product problems in the business process of PT. XYZ uses RCA and Lean Thinking methods. This study also provides recommendations for new business processes at PT. XYZ using Lean Thinking and Fuzzy Takagi-Sugeno. The results of the business process recommendations were tested at PT. XYZ for 57 days and resulted in a decrease in the number of product returns.

Self-service technology (SST) continues to create tremendous impact on the business environment globally. A technology that allows consumers to take on the traditional place of service agents in the provision of services. Business organizations are taking advantage of the advancement in technology to improve service delivery and performance. The advancement in technology particularly with respect to nanotechnology, genome sequencing and artificial intelligence are among the drivers of the 4th Industrial Revolution. Consequently, information technology advancement is changing the marketing landscape of goods and services such that service industry, notably hospitality and transport have increased the prevalence of SSTs, as critical drivers of an organization’s industrial strength level. By a firm adopting technology-based strategy, this means higher clients’ satisfaction, cost minimization, and faster accurate service delivery with higher consistency among other benefits. This paper therefore, assesses the impact of SSTs and emphasizes on actual adoption and usage of self-service as proposed by technology acceptance model. The study reviews theoretical and empirical literature on the subject of SSTs and firm performance, identifies the research gaps and puts forward a suitable conceptual framework that can investigate the link between SST and firm performance. This paper uses secondary data to establish research gaps and the determinant of the success of adoption of SST by a firm. From a total of 54 articles reviewed, almost all studies on SSTs are based on the service sector focusing least on the internal customers in Kenya. A few studies related directly to the performance of the firms to the adoption of SSTs. Agricultural and manufacturing sectors particularly in the rural areas are unexploited directly. This is due to infrastructural imbalances in the urban and rural areas. The outcome of this review would enlighten; administrators of firms in Kenya and the entire East African region on the importance of ICT infrastructure, the information resources and the strategies for optimizing electronic services to attain competitive advantage. It widens the frontiers of knowledge for the academic community in production and operation management and enhances the understanding of the customer SST interactions in different industries. It creates further valuable implications on the industrial sectors, principally to the managers who use the information in drafting service related strategies and hence become a yardstick to evaluate the present service initiatives appropriately. It allows the managers to have a basis to determine whether the massive investment in adoption of technology is justifiable. Finally, this paper contributes to the existing knowledge in self-service technology and customer satisfaction and serves as source of reference to future researchers and academicians in this field.