The transformation from a functional organization to a process-driven company is challenging under the best of circumstance. One of the biggest hurdles is the uncertainty introduced by the transformation.
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Q32: To achieve cost leadership, a company must
Q33: Process mapping identifies individual activities, their specific
Q34: The responsibility for a process redesign should
Q35: A process view of the company links
Q36: Process reengineering is the radical redesign of
Q38: Core competencies are rare and very hard
Q39: Usually decisions made in one area of
Q40: Innovation requires a company to develop a
Q41: Fill in the Blank(s)
-The business resource of
Q42: The terms process re-engineering and traditional restructuring
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