Business results

Ultimately, software is bought to accomplish a business result. Therefore, software offerings in pharmaceutical R D ought to somehow accelerate R D productivity, or at least give cost savings along the pipeline. Yet the reality is that most scientific software is not sold on the basis of delivering... 

There are companies focused to the biocatalytic area for which the commercialization of enzymes constitutes the main business. Some of them also include R D activities in the whole range of areas concerning adding value to their product chain. The following sections describe some of those companies, for which their enzyme or protein business results relevant for the scope of the present book. 

A well-designed QMS and the processes that comprise it require competent ownership with defined roles and responsibilities for program success. This combination ensures that the system and processes are established, maintained, improved, and remain current with industry practices and business expectations. Operational execution of the QMS and the processes comprising it will engage stakeholders, management, and leadership, provide business results, and support and ensure comphance. 

A well-designed QMS will include identified process owners with defined roles and responsibilities. Process owners require support from management, their customers, stakeholders, and quality assurance. Accountability and decision-making parameters will empower process owners to drive execution and improvements to their process, delivering the business results expected. Without these process owner attributes and support, minimal results will be achieved, and functional management will be burdened with and assume the responsibility for making decisions that should be in the hands of capable process owners. 

R D), production, planning, distribution, marketing and sales, which are designed to meet business objectives and produce the desired business results, as shown in Figure Dl. 

Jobs that provide a clear Hnk between their daily activities and business results ... 

The anticipated growth of the social and environmental audit sector has been confirmed by the formation of a new business division, by KPMG, known as Sustainability Advisory Services (SAS). This is a joint venture with Body Shop, a recognised world leader in sustainability reporting. KPMG estimates that the business resulting from this type of work will be worth 20 million within three years of opening the new division. 

Figure 5 depicts the Baldrige Criteria for Performance Excellence (1) leadership (2) strategic planning (3) customer and market focus (4) information and analysis (5) human resource focus (6) process management and (7) business results (overarching—customer- and market-focused strategy and action plans). Compare and contrast these variables to the seven identified in Collins and Porras. 

The context shift we describe above for ISE has several specific implications. First, each and every initiative undertaken by an ISE must be causally linked to business results. Let s use a large retail... 

In the more traditional model, ISE work is often detached from the work of transformation. ISE improvement efforts tend to be done outside the context of the enterprise improvement cycle, so they lack a clear causal connection to organizational business results (e.g., filhng the treasure chest). 

We will now turn from the planning system to look at what we call conditions for success. Recall the action-results and conditions for success model (see Figure 1). Much of the work of ISE tends to be in the domain of action to results working on what we ctill drivers of change that directly result in improved business results. Often the effectiveness of efforts to influence drivers is diminished because the conditions for enabhng the efforts to be effective are not present. So we identify enablers that are collectively constitute conditions for success. We wUl introduce four enablers that are central to conditions for success ... 

Business results How does the service organization establish performance measurements using financial and nonfinancial criteria ... 

There are four broad categories of benchmarks that provide the most valuable insight into the performance of a company business results, cycle time, quality assurance, and asset. Business results are typically financial ratios, cycle time deals with task completion, quality assurance deeds with customer-related measures, and asset benchmarks range from inventory turns to human asset measures (Schwartz, 1998). 

Business results examines the key results and trends related to the organization s performance in key business areas customer satisfaction, employee satisfaction, product and service performance, financial management, marketplace performance, mission accomplishment, human resource results, supplier and partner results, and operational performance. Also examined are performance levels relative to world-class organizations. 

How do you relate assessment findings to key business results to identify work environment and employee support climate improvement priorities ... 

Linking diversity closely to business results. Leaders will be expected to identify specific actions that are tied to achieving business outcomes and results. 

The EPA had interpreted the ban on transferring PCBs to prohibit transferring PCB contaminated real property if the contamination occurred after the ban went into effect in 1978. The EPA had required the owners of PCB contaminated sites to clean up the sites and receive EPA s approval of the cleanup before the sites could be sold. In 2003 the EPA reversed its position and opined that the earher interpretation was not compelled by the statute. The EPA s reversal was based on two policy considerations, first, that a transfer would not affect the status quo of the PCB contamination and therefore would not increase risks posed by the PCBs, and second, that a prohibition on transfer unless a site is cleaned up could thwart the purchase of an ongoing business, resulting in loss of jobs. 

A primary skill of the manager is to pick the specific areas where his or her involvement will have the greatest impact on business results. The scope of the job is such that a manager nearly always faces many more problems and opportunities than he or she can possibly deal with... 

Each step in advancement of the S OP process delivers incremental, positive business results. In the Great Recession, companies with strong market-driven S OP processes sensed and aligned to the economic impacts five times faster than laggard companies. They were also able to obtain better year-over-year results in days of working capital. 

Throughout the first three decades of supply chain leadership, the greatest advancements in business results were made by companies that could invest in process innovation holistically and cross-function-ally. As we get ready to run the race for Supply Chain 2020, we are at a juncture where process innovation is needed. There is more unknown than known. New data, new technologies, and market changes make process innovation an important element of readiness to run the race. 

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