Business Network Management

Researchers:

Global market changes have become a key subject in the current debate surrounding corporate strategies. The topic of globalisation must not be viewed as an individual phenomenon but more as a process that contains a dynamic development that begins at the local level and expands to encompass an international view of business. Process-oriented procedure is required to achieve an international corporate view. Internationalisation forces a company to look toward global competition.
In the constant shift of economic and social conditions, process-oriented thought is at the centre of management requirements. The form that corporate management assumes is heavily influenced by the organisational structure. Since function-oriented thought-based responsibility hinders process thought, process formation is to be given preference above structural formation as it has a primary role in creating value.
The prerequisite for acknowledging improvement potential is formed by the ability to discern value-creating from non-value-creating activities. For this reason, a vital company need for new proactive management and leadership instruments is created along with a demand for a new understanding of the role played by cost accounting. One concept that has shown to be a success is process-cost management. It has proven supportive in arranging all processes in a manner that meets all requirements, doing so thanks to an activity-oriented value model. This concept not only acknowledges the need for improvement but also highlights any improvements achieved. The new formation of processes is supported by the methodical procedure of process cost management in that the deployment of resources is based on customer requirements and is monitored via a clear and structured process.
In restructuring business processes it is recommended that one follow goals based on the competition and branch-overlapping service analyses. This will allow valuable information to be drawn from a direct comparison with the best companies, whether from the same branch or from another, by means of process benchmarking. One must pay attention to the operative ability of implementing the information that one has acquired. The prerequisite for this is, firstly, the well-founded understanding of one's own processes and, secondly, a clearly structured procedure that ensures that the information from the ''best practice'' company will be recorded and transferred to one's own company.