In 1990, the top fifty British companies reorganised every five years, by 2000 changes were taking place every three years with regular minor changes (Whittington and Mayer, 2002, cited in Buchanan and Huczynski, 2004). These changes could be due to increased competition; changing customer needs...

In the context of business processes, it is argued that whilst the operate-processes create competitive advantage, it is the manage-processes, which ensure that competitive advantage is sustained. There are now several frameworks for performance measurement and benchmarking but none of these...

The objective of this article is to provide executives with a practical high-level roadmap to business transformation. Over the past 20 years in his role as an academic, researcher and consultant, the author and his team have worked with and observed several organizations of varying sizes. This...

This paper shares the conclusions of the authors with respect to a comparison of Beer’s viable systems model (VSM) and modern business process thinking. These conclusions have been arrived at as a result of extensive empirical research over the past five years. Modern business process thinking...