White Paper | March 28, 2007

The Case For Integrated Processes

Source: SAP Americas

Click Here To Download:
The Case For Integrated Processes

Most CEOs have developed strategies that push their companies to achieve the following goals:

  • Develop faster time to market of products and services
  • Increase sales, revenue, and income
  • Improve customer service and customer satisfaction
  • Improve operational efficiency and reduce costs of operations
  • Improve employee productivity and satisfaction

    But few CEOs will attest that their companies have made much progress. Why? Because theirs is a 21st century vision being held back by 20th-century organizational processes and IT systems. The missing ingredient: information. It's information that helps increase speed and productivity, creates a stronger foundation for decision making, cuts out time spent on unproductive tasks and overtime, and produces more efficiency, tighter cost control, and a more effective climate of innovation.

    The truth is that integrated processes hold the key by facilitating the flow of that information. Integrated processes provide information access to end users across the enterprise that's fit for the right purpose and delivered in a format they can use. A more horizontally-structured company, with integrated processes across each value chain, is the wave of the future. But while many executives realize this fact, few companies have risen above the silo structures that still remain from a myriad of mergers - legacy systems that neither communicate nor integrate with one another, and cultures that do not share information or analysis in any substantive way.

    This SAP Insight discusses what integrated processes are, how they create value, specific cases of companies succeeding with integrated processes, as well as a checklist to determine how integrated your own company's processes are.

    Click Here To Download:
    The Case For Integrated Processes

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