Business Process Re-engineering
The business process re-engineering was one of the biggest business ideas in the 1990s, in its classical view, Davenport et al (2003) claimed, it incorporated few diverse ideas: a) The radical redesign and improvement of work; b) The attacking of board, cross-functional business processes; c) [Stretch] goals of order-of-magnitude improvement; d) The use of IT as an enabler of new ways of working (p. 157). In the beginning, re-engineering was simply an idea to rebuild processes using the then new applications of IT, but lastly it became a dissolute thing: laying-off loads of workers or cutting the cost of production merely to get a company’s stock price up; it instead became a real hierarchical diversion or pastime for senior executives that they supposed to create solution or new approach for issues (Ubiquity, 2003).
3C leaders and managers must learn all these past mistakes of re-engineering related to organizational change and new business ideas, as Davenport et al (2003) analyzed and suggested: 1) Do not forget that any transformation, change must be implemented by employees. If people and their wishes and behaviors are not consider firstly in any new business approach, it will probably have a tough time succeeding 2) Do not
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As Davenport et al (2003) examined and argued, most of the ideas within re-engineering had significant value or advantage when used in moderation or self-discipline; businesses should occasionally address broad, cross-functional processes, and IT can be a powerful enabler and re-shaper of processes. Creativity has always been at the heart of management effort and undertaking in 3C, as a business management and consulting firm, encouraging and fostering creativity and idea are recognized not only as the most essential and critical subjects to our organizational management, and it is also the survival and endurance in our business (Serrat, 2009).
When 3C introduced the Customer First and Care (CFC) program that providing one-stop customer services to our most value and top business accounts last year, management invited all division managers and senior staff and employees in a conference to ask for their suggestions, and openly discussed the best approaches to serve our top clients; the gathering also ensured the coordination and understanding between divisions, and the meeting was very successful and doing well. In practice, creativity is a process and development of ideas where top leaders and executives of 3C must open their own channels of allowing, accepting, and promoting creativity, and they must also pass on or assign some control to the employees themselves.
Kohl (2010) examined and suggested, in order to encourage and foster creativity successfully in a business, management must a) emphasized process rather than product; b) provided a working environment or promoted an organizational culture of creativity that allows employees to explore and work without undue restraints; c) adapted to employee’s ideas rather than trying to structure the staff’s ideas to fit the management; d) accepted unusual ideas from employees by suspending judgment of employees’ different problems solving; e) used creative problem-solving in all parts of the project; applied the issues that naturally occurred in everyday business life and finally, f) allowed time for employees to explore all possibilities, moving from popular to more original ideas. All these above strategies are the attributes and strengths that would encourage manage ideas and creativity in 3C; managers must stay away from the attributes that stifle creativity and remove the stumbling blocks, and advance creativity, ideas or big dreams in the organization.
In order to succeed and manage creativity, 3C leaders must also initially develop an organizational culture that nurtures creativity and idea, and they must set up strategic plan or goal within which creativity should focus and go on. Top executives must recognize the significant connections and results from job motivation and recognition, and organizational culture of creativity; exceptional organizational culture could motivate, encourage and create brilliant ideas and innovation (3C, 2010). In managing creativity and knowledge, 3C management must follow a style of lenience, receptivity to ideas, flexibility or intelligent risk taking, and must continue tolerance with understanding creativity potential in self (Harvard, 2003).
In operation and process, creativity not only requires inspiration, passion and insight or imagination, but also needs enthusiasm, dedication and commitment to take the challenge and risk (3C). 3C management and leaders, at all times, must emphasize openness, truthfulness and responsibility of creativity, and give encouragement, confidence, and full support to assist their business gurus and employees. In advancing and encouraging creativity, innovators essentially need the backing from top leaders, and without that support, many initiatives may break down or die on the vine (Harvard, 2003). 3C executives should offer the resources, such as providing equipment, funding, time away from regular jobs or space in which to run experiments that the gurus may need to develop their proposals or ideas (Harvard).
In strategic planning and evaluating creativity, 3C management must measure the courses of idea and creativity to ensure they obtain the best and maximum returns from platforms; feedback, criticism and suggestion could develop into the direction or focus of creativity, but they also would facilitate, motivate and improve idea or innovation in the organization (Davenport et al, 2003). Overall, in order to manage and deal with the attributes that consider stifling creativity in 3C, management not only must discourage intolerance or fear of failure and maintain openness with constructive and optimistic, but they also must continue tolerance, flexibility, determination and intelligent risk taking with understanding creative potential in self (Harvard, 2003).