Izpitni centri ECDL ECDL (European Computer Driving License), ki ga v Sloveniji imenujemo evropsko računalniško spričevalo, je standardni program usposabljanja uporabnikov, ki da zaposlenim potrebno znanje za delo s standardnimi računalniškimi programi na informatiziranem delovnem mestu, delodajalcem pa pomeni dokazilo o usposobljenosti. V Evropi je za uvajanje, usposabljanje in nadzor izvajanja ECDL pooblaščena ustanova ECDL Foundation, v Sloveniji pa je kot član CEPIŠ (Council of European Professional Informatics Societies) to pravico pridobilo Slovensko društvo INFORMATIKA. V državah Evropske unije so pri uvajanju ECDL močno angažirane srednje in visoke šole, aktivni pa so tudi različni vladni resorji, Posebej pomembno je, da velja spričevalo v 158-tih državah, ki so vključene v program ECDL. Doslej je bilo v svetu izdanih že več kot 8,5 milijonov indeksov, v Sloveniji več kot 12.700 in podeljenih več kot 7.800 spričeval. Za izpitne centre v Sloveniji je usposobljenih 23 organizacij, katerih logotipi so natisnjeni na tej strani, □ AM>] 1A VIZIJA RAZVOJA ▲ SOFT IZOBRAŽEVANJE INFORMACIJSKE STORITVE ICES^-e Ikij Informacijska tehnologija, d.o.o. M INFORMACIJSKE TEHNOLOGIJE |j[j LJUDSKA UNIVERZIll /ČOPA f miRSHR s mm Til VSEBINA UPORABNA INFORMATIKA 2008 ŠTEVILKA4 OKT/NOV/DEC LETNIK XVI ISSN 1318-1882 B Uvodnik B Razprave Jurgen VVillems, Joachim Van den Bergh, Friederike Schroder-Pander, Dirk Deschoolmeester: Exploratory data analysis on the relation hetvveen Business Process Orientation and Organizational Change 201 Rok Škrinjar, Tomislav Hernaus, Mojca Indihar Štemberger: Stanje procesne usmerjenosti in ključni izzivi za prihodnost v Sloveniji in na Hrvaškem 210 Simon Hohnjec, Aleš Groznik, Matej Hohnjec: Šest sigma v finančnem sektorju 219 Mateja Kunstelj, Mirko Vintar: Zadovoljstvo s storitvami klicnega centra za pomoč uporabnikom državnega portala e-Uprava 227 B Poročila Branko Šafarič: Elektronsko poslovanje in standardi 238 B Koledar prireditev 243 UPORABNA INFORMATIKA 2008 ŠTEVILKA« OKT/NOV/DEC LETNIK XVI ISSN 1318-1882 Ustanovitelj in izdajatelj Slovensko društvo INFORMATIKA Vožarski pot 12 1000 Ljubljana Predstavnik Niko Schlamberger Odgovorni urednik Andrej Kovačič Uredniški odbor Marko Bajec, Vesna Bosilj Vukšiti, Dušan Caf, Janez Grad, Jurij Jaklič, Milton Jenkins, Andrej Kovačič, Katarina Puc, Vladislav Rajkovič, Heinrich Reinermann, Ivan Rozman, Niko Schlamberger, John Taylor, Ivan Vezočnik, Mirko Vintar, Tatjana VVelzer - Družovec Recenzenti prispevkov za objavo v reviji Uporabna informatika Marko Bajec, Tomaž Banovec, Vladimir Batagelj, Marko Bohanec, Vesna Bosilj Vukšič, Dušan Caf, Srečko Devjak, Tomaž Erjavec, Matjaž Gams, Izidor Golob, Tomaž Gornik, Janez Grad, Miro Gradišar, Jože Gričar, Joszef Gyorkos, Marjan Heričko, Mojca Indihar Štemberger, Jurij Jaklič, Milton Jenkins, Andrej Kovačič, Iztok Lajovic, Katarina Puc, Vladislav Rajkovič, Heinrich Reinermann, Ivan Rozman, Niko Schlamberger, Tomaž Turk, Ivan Vezočnik, Mirko Vintar, Tatjana VVelzer - Družovec, Franc Žerdin Tehnična urednica Mira Turk Škraba Oblikovanje Bons Ilustracija na ovitku: Luka Umek za BDNS Prelom Dušan VVeiss, Ada Poklač Tisk Prograf Naklada 550 izvodov Naslov uredništva Slovensko društvo INFORMATIKA Uredništvo revije Uporabna informatika Vožarski pot 12, 1000 Ljubljana www.drustvo-informatika.si/posta Revija izhaja četrtletno. Cena posamezne številke je 20,86 €. Letna naročnina za podjetja 83,46 €, za vsak nadaljnji izvod 58,48 €, za posameznike 33,81 6, za študente 14,61 €. Revijo sofinancira Ministrstvo za visoko šolstvo, znanost in tehnologijo, Revija Uporabna informatika je od številke 4/VII vključena v mednarodno bazo INSPEC. Revija Uporabna informatika je pod zaporedno številko 666 vpisana v razvid medijev, ki ga vodi Ministrstvo za kulturo. © Slovensko društvo INFORMATIKA Navodila avtorjem Revija Uporabna informatika objavlja izvirne prispevke domačih in tujih avtorjev na znanstveni, strokovni in informativni ravni. Namenjena je najširši strokovni javnosti, zato je zaželeno, da so tudi znanstveni prispevki napisani čim bolj poljudno. Članke objavljamo praviloma v slovenščini, prispevke tujih avtorjev v angleščini. Prispevki so obojestransko anonimno recenzirani. Vsak članek za rubriko Razprave mora za objavo prejeti dve pozitivni recenziji. O objavi samostojno odloča uredniški odbor. Prispevki naj bodo lektorirani, v uredništvu opravljamo samo korekturo. Po presoji se bomo posvetovali z avtorjem in članek tudi lektorirali. Prispevki za rubriko Razprave naj imajo dolžino do 40.000, prispevki za rubrike Rešitve, Poročila do 30.000, Obvestila pa do 8.000 znakov. Naslovu prispevka naj sledi ime in priimek avtorja, ustanova, kjer je zaposlen, in elektronski naslov. Članek naj ima v začetku do 10 vrstic dolg izvleček v slovenščini in angleščini, v katerem avtor opiše vsebino prispevka, dosežene rezultate raziskave. Abstract se začne s prevodom naslova v angleščino. Članku dodajte kratek avtorjev življenjepis (do 8 vrstic), v katerem poudarite predvsem delovne dosežke. Pišite v razmaku ene vrstice, brez posebnih ali poudarjenih črk, za ločilom na koncu stavka napravite samo en prazen prostor, ne uporabljajte zamika pri odstavkih. Revijo tiskamo v črno-beli tehniki s folije, zato barvne slike ali fotografije kot originali niso primerne. Objavljali tudi ne bomo slik zaslonov, razen če niso nujno potrebne za razumevanje besedila. Slike, grafikoni, organizacijske sheme ipd. naj imajo belo podlago. Po možnosti jih pošiljajte posebej, ne v datoteki z besedilom članka. Prispevke pošiljajte po elektronski ali navadni pošti na naslov uredništva revije: ui@drustvo-informatika.si, Slovensko društvo INFORMATIKA, Vožarski pot 12, 1000 Ljubljana: na teh naslovih dobite tudi vse dodatne informacije. Po odločitvi uredniškega odbora o objavi članka bo avtor prejel pogodbo, s katero bo prenesel vse materialne avtorske pravice na Slovensko društvo INFORMATIKA. Po izidu revije pa bo prejel nakazilo avtorskega honorarja po veljavnem ceniku ali po predlogu odgovornega urednika. UVODNIK Spoštovane bralke in spoštovani bralci, kako do konkurenčne prednosti? Z informacijsko tehnologijo? Morda z ustreznejšim strateškim pristopom k prenovi in informatizaciji poslovanja oz. menedžmentom poslovnih procesov? To so ključna vprašanja konference Management poslovnih procesov, ki je potekala oktobra 2008 v hotelu Mons v Ljubljani. Prispevki te številke revije Uporabna informatika pretežno izhajajo iz ugotovitev te konference. Menedžment poslovnih procesov (MPP) je nova oblika organiziranosti in delovanja ter sodoben poslovni pristop k upravljanju s spremembami pri prenavljanju poslovanja. MPP z usklajenimi ukrepi na področju organiziranosti, obvladovanja procesov in njihove informatizacije odpravlja nepovezanost oz. vrzel med strateškim in operativnim menedžmentom, ki povzroča težave v mnogih organizacijah. Obravnava ključna vprašanja dejavnikov sprememb v smeri zagotavljanja konkurenčne prednosti s procesno usmerjenostjo poslovanja. Procesna usmerjenost: modna muha ali »zveneča beseda« akademikov in raziskovalcev? Procesna usmerjenost je način delovanja in organiziranja, ki se je uveljavila v večini uspešnih podjetij - predvsem v srednjih in vseh velikih - kot odgovor na latentno nesposobnost prilagajanja podjetij spremembam in posledično izgubljanju konkurenčnosti. Sodoben strateški pogled MPP na konkurenčnost izpostavlja, da smo konkurenčni tedaj, ko smo sposobni predvidevati spremembe ter se prilagajati priložnostim in nevarnostim poslovnega okolja hitreje in ustrezneje od svojih konkurentov. Pri tem moramo (l) izrabljati in dodatno razvijati svoja ključna znanja ter sposobnosti; (2) se na tej osnovi, s ciljem zagotavljanja ustreznega deleža dodane vrednosti, povezovati z drugimi organizacijami in ne nazadnje (3) opuščati ali izločati aktivnosti ali procese, v katerih nismo konkurenčni. Projekti prenove poslovanja se začnejo najpogosteje kot odgovor vodstva organizacije na ključna vprašanja poslovne uspešnosti oziroma vprašanja o načinu in predmetu poslovanja (ali proizvajamo prave izdelke in/ali nudimo prave storitve). Ko se organizacija loti prenove, mora torej najprej razmisliti o strateških vidikih, ustrezni poslovni strategiji ter poslovnem modelu, ki omogočajo uspešno in učinkovito izvajanje prenovljenih procesov. Gre predvsem za možnosti ter pripravljenost organizacije in zaposlenih na spremembe, menedžment in uvajanje teh sprememb ter zagotavljanje znanj, veščin, pogojev, orodij in tehnologije, potrebnih za udejanjanje sprememb oz. prenove poslovanja. Prenove poslovanja torej ne gre obravnavati le s stališča kakovosti in optimizacije posameznih poslovnih procesov, kadrovskih in organizacijskih sprememb, ali samo uvedbe sodobne informacijske tehnologije, kar je pri nas žal kar pogosta praksa. Strateški projekti preoblikovanja, prestrukturiranja ali prenove poslovanja so uspešni le ob v spremembe naravnani poslovni kulturi organizacije ter usklajenem delovanju in razvoju ključnih dejavnikov sprememb: usposobljenih, motiviranih, stimuliranih in organiziranih kadrih, novemu poslovnemu modelu prilagojenih poslovnih procesih ter uporabi sodobne (informacijske) tehnologije. V naslednjih letih bodo torej lahko poslovno uspešne le organizacije, ki bodo temu primerno preuredile svojo organiziranost, procese in tehnološko infrastrukturo. Poslovno doktrino MPP lahko udejanjijo tako, da: . na novo opredelijo celovit poslovni model in modele poslovnih procesov, ki pokrivajo vsa poslovna področja in pri tem omogočajo poslovanje, ki bo inovativno in primerno novim izzivom; . vzpostavijo primerne in učinkovite strategije in mehanizme upravljanja sprememb; . sprotno rešujejo probleme, vezane na prilagajanje poslovnih pravil, tehnoloških standardov in kakovost izvajanja delovnih procesov (postopkov); . razvijajo pregledno in razumljivo načrtovanje in spremljanje poslovnih izidov; . opredelijo razmejitve in področja poslovnega povezovanja, razvoja poslovnega omrežja (mreže) na vseh ravneh izvajanja poslovnih procesov; . zgradijo ustrezen sistem upravljanja znanja in mehanizme za stalno izboljševanje skupnega poslovnega znanja podjetja: . opredelijo strategijo in metode analiziranja, merjenja in upravljanja tveganja. Že malo obrabljena ugotovitev, ki jo pogosto zasledimo tudi v naši vsakdanji praksi, pravi, da postajajo spremembe stalnica v poslovanju organizacije. Večina organizacij jemlje to resnico preveč z lahkoto in kot nujno zlo, temu primerne so tudi težave z doseganjem sprememb. Poslovna strategija, poslovni procesi, kadri in informacijska tehnologija so ključni pri udejanjanju sprememb. Samo medsebojno povezana in usklajena uporaba teh dejavnikov sprememb omogoča skladen razvoj in dvig poslovne kulture organizacije ter učinkovito upravljanje sprememb pri prenovi in informatizaciji poslovanja. Andrej Kovačič, odgovorni urednik Vabilo k pripravi prispevkov za 16. konferenco Dnevi slovenske informatike »Z inteligentnimi sistemi do strateške prednosti« 15.-17. april 2009, Kongresni center Grand hotel Bernardin, Portorož Spoštovani! Vabimo vas k sodelovanju na tradicionalni, tokrat že 16. konferenci Dnevi slovenske informatike, ki je posvečena zelo aktualni temi: Z inteligentnimi sistemi do strateške prednosti. Razvoj informacijske tehnologije je prispeval h kakovostni podpori transakcijske in operativne ravni v poslovnih sistemih. Celoviti informacijski sistemi (kot npr. ERP) učinkovito podpirajo ključne in podporne poslovne procese v skladu z več ali manj predefiniranimi mehanizmi in postopki. Inteligentni sistemi so z razvojem metod umetne inteligence (pa tudi statističnih metod, operacijskih raziskav itd.) šele v zadnjem desetletju postali dostopni poslovnim uporabnikom in se vgrajujejo v komercialno dostopna orodja oziroma produkte. S tem se dviga raven podpore na taktični in strateški ravni poslovnih sistemov, kjer se sprejemajo ključne odločitve za strateški razvoj in povečanje konkurenčne prednosti. Inteligentni sistemi lahko delujejo v realnem času, v ritmu poslovnih dogodkov ali kot orodja za poglobljene analize pri sprejemanju strateških odločitev. Večjo stopnjo inteligence z uporabo teh sistemov poleg sistemov poslovne inteligence zasledimo tudi pri avtomatizaciji poslovnih procesov, v sistemih za zagotavljanje prihodka, odkrivanju napak in goljufij, avtomatizaciji proizvodnje, upravljanju prometa itd. Dnevi slovenske informatike so neodvisna strokovna konferenca, ki združuje informatike in vse, ki se z informatiko tako ali drugače ukvarjate ter želite slediti spremembam na tem področju. Ob tej priložnosti vas želimo povabiti, da na konferenci sodelujete kot avtor prispevka. Prispevki na konferenci so vedno aktualni, strokovni in izobraževalni. Program konference bo tudi tokrat razdeljen v tematske sklope, s katerimi bomo poskušali pokriti vsa pomembna področja informatike. Letos smo tako v program vključili novo tematiko Informatika v javnem sektorju, nekaj tem pa je preimenovanih. Podroben opis tem je na voljo na spletnih straneh konference www.dsi2009.si. Konferenca DSI 2008 je bila s strani udeležencev zelo dobro ocenjena, kar se tiče aktualnosti in strokovnosti prispevkov. Potrudili se bomo, da bo tako tudi tokrat. Prispevki na konferenci bodo predstavljeni v sklopu tematskih sekcij, vabljenih in plenarnih predavanj, potekale bodo tudi zanimive razprave na okroglih mizah in delavnicah. S svojim prispevkom boste imeli priložnost predstaviti svoje projekte, izkušnje in načrte s področja informatike. Prijavljene prispevke bo pregledal programski odbor in odločil o njihovi uvrstitvi v ustrezni del programa. Sprejete prispevke boste avtorji predstavili na konferenci, objavljeni pa bodo v Zborniku konference. Več informacij je na voljo na spletni strani konference www.dsi2009.si, kjer najdete tudi vsa potrebna navodila za pripravo prispevkov. Rok za oddajo prve verzije prispevka je 12. januar 2009. Za dodatne informacije nam pišite na dsi@drustvo-informatika.si. Na konferenci DSI letos uvajamo novost - podelitev nagrade za najboljši projekt s področja informacijsko-komunikacijske tehnologije (IKT) leta 2009, s katero Slovensko društvo informatika spodbuja in promovira inovativnost, uspešnost, učinkovitost ter kakovost projektov na področju informatike. Organizatorji pričakujemo, da bo podeljevanje nagrade postalo tradicija kot so tradicija tudi Dnevi slovenske informatike. Razpis bo objavljen do konca leta 2008. Poleg izbire najboljšega informacijskega projekta je namen objave razpisa za podelitev nagrade še nekoliko širši. Nameravamo namreč odkriti odlične informacijske projekte in jih tudi predstaviti na konferenci Dnevi slovenske informatike, ki združuje informacijsko stroko v najširšem smislu, od uporabnikov in naročnikov do izvajalcev. Vabimo vas, da se nam pridružite na konferenci DSI 2009! Slovensko društvo INFORMATIKA Organizacija konference •f ipmit www.dlsiž©09.sll Dodatne informacije mag. Jasna Poženel tel.: 01/3009 810 e-pošta: dsi@drustvo-informatika.si, jasna. pozenel@ipmit.si RAZPRAVE B Exploratory data analysis on the relation betuveen Business Process Orientation and Organizational Change Jurgen VVillems Joachim Van den Bergh Friederike Schroder-Pander Dirk Deschoolmeester Abstract The purpose of this article is to give preliminary insight in the relation betvveen 'Business Process Orientation' and 'Organizational Change'. Exploratory data analysis, combined with gualitative research for clarification of the results, is used to investigate this relation. A broad positive correlation is visible; however, some additional interpretation seems to be necessary. A proposed arbitrary classification of organizations, based on the ratio betvveen both variables, elucidates the results of the additional gualitative research. Through this classification the need is argued for carefully monitored change efforts that improve the Business Process Orientation of an organization. Povzetek Namen prispevka je podati nekaj ugotovitev v zvezi z odnosom med procesno usmerjenostjo in sprememb v organizaciji. Za preučevanje tega odnosa je bila uporabljena analiza podatkov pridobljenih v empirični raziskavi, kombinirana s kvalitativnim pristopom. Pokazala se je pozitivna korelacija, vendar je potrebna dodatna interpretacija. Predlagana arbitrarna klasifikacija organizacij temelji na razmerju med obema spremenljivkama in pojasnjuje rezultate z dodatnim kvalitativnim raziskovanjem. Rezultati klasifikacije kažejo na potrebo po skrbnem spremljanju postopkov uvajanja sprememb, ki povečujejo procesno usmerjenost posamezne organizacije. 1 Introduction The mutual impact of 'Business Process Orientation' (BPO) and 'Organizational Change' has been the topič of many pre-scriptiue theories. Hovuever, seldom the true relation is exa-mined or investigated. On the other hand, both concepts are rather high level and hard to define in a uniform way, and therefore hard to quantify. This paper tries to contribute to the understanding of how both concepts relate and houv they should be managed in contemporary organizations. A business process oriented organization is de-fined by McCormack and Johnson (2001) as "an organization that, in ali its thinking, emphasizes processes as opposed to hierarchies vvith special emphasis on outcomes and customer satisfaction". In their study this concept is measured in a survey based on three dimensions, being (1) 'Process Jobs', (2) 'Process Management and Measurement' and (3) 'Process Vievv'. The study confirms a positive relation betvveen BPO and organizational performance in their study, vvhich shovvs the added value of BPO in contemporary organizations. Further validation and enrichment of this relation is elaborated by various authors and in vari- ous settings (Lockamy III and McCormack, 2004; Gemmel et al., 2006; Škrinjar et al, 2006; Valadares et al, 2007; VVillaert et al, 2007; VVillems et al., 2008). For this article the BPO construct developed in VVillaert et al. (2007) is used to investigate the relation vvith Organizational Change. The content of the construct is ex-plained in section 2 of this paper. Organizational Change can be defined as the nec-essary adaptations to be made in an organization due to macroeconomic forces in order to reduce costs, improve the quality of products and Services, locate nevv opportunities for grovvth, and increase productivity (Kotter 1996). The recurrent need for change has en-larged the interest for Business Process Management (BPM) during the past tvvo decades (Harmon, 2007). Business Process Management, vvhich is in fact an umbrella term for a broad set of improvement metho-dologies and techniques, becomes therefore more and more suitable to implement the necessary adaptations to change an organization tovvards a more competi-tive (profit sector) or socially acceptable State (not-for-profit sector). On the other hand, too much change can lead to frustration and resistance to the imple-mentation of planned future change (Podlesnik and Chase, 2006; Daley and Lovrich, 2007). It seems that a careful selected and well monitored approach should be argued. In the next section the holistic BPO Model is ex-plained, giving an overview of the relevant aspects to manage in order to become more Business process oriented. In section 3, the methodology and data for this exp!oratory analysis are explained. Finally, the relation and interpretation of both concepts, BPO and Organizational Change, are discussed. structure. When an appropriate 'Organizational Struc-ture' is deployed to facilitate optimally the value cre-ating business processes, the real 'Process Perfor-mance' becomes unambiguously visible. The created ability to define actions based on process performance measurements, is not only a justification of the ap-plied 'Process View', it also creates the belief in the benefits of BPM practices among the involved stake-holders. This translation into 'Culture, Values & Be-liefs' is on its turn an enabler to enhance and contin-uously improve the organization according to the deployed 'Process View'. 2 Holistic BPO model The Holistic BPO model (figure 1) shows the relevant aspects to be managed in a process oriented organization. First these aspects are described and then ex-plained how they relate to each other. In the second part, each of the eight dimensions is discussed in detail. 2.1 Building Blocks of the model 2.1.1 Business Processes: in betuueen Customer and Supplier Basically an organization performs a process (or a set of processes) in order to deliver value to a customer. This value creation is the result of the fulfillment of the cus-tomer's need by means of an appropriate solution, vvhich is the output of different business processes. Thcrefore 'Customer Orientation' of employees and processes is a basic aspect of Business Process Orientation. In order to deliver this customer oriented solution, different resources are combined through the processes. So also suppliers, vvhether they are goods or Services suppliers, are crucial for the final output of processes ('Supplier Perspective'). This vievv on suppliers is quite often a dimension neglected in most BPO-related literature. Though, involving suppliers in an organization^ processes becomes even more important, espe-cially in today's economy, because organizations turn more and more into a netvvorked structure of flovvs of goods, Services and information. 2.1.2 Continuous Improvement In this chain betvveen the supply of resources and the delivery of value creating Solutions, an organization manages a set of process-avvare dimensions. An organization that has a clear common vievv on its core processes ('Process Vievv'), vvill subsequently embed this vievv in its more formal and long-term organizational 2.1.3 Catalyst Dimensions The mechanism enabling for continuous process improvement is supported by tvvo important catalyst dimensions. First, recruitment, development and re-muneration of employees ('People Management') should support a process-avvare vvay of vvorking. With the proper large-scale motivation and adequate stimuli for individuals the BPO of an organization can be enhanced substantially. Secondly, a well conside-red approach on 'Information Technology' enables an organization to streamline and automate its processes, vvhich is an efficient vvay of measuring performance. Furthermore it facilitates information ex-change and collaboration betvveen the different parts composing the processes. 2.2 Eight BPO dimensions 2.2.1 Customer Orientation (C0) The customer orientation dimension investigates the organization's ability to understand and assess customer requirements, and maintain customer relation-ships. Tonchia and Tramontano (2004) describe the People Management Process Vievv Culture, Values & Beliefs Organizational Structure Process Performance Information Technology Figure 1: Visual representation of the Holistic BPO Model 'visibility of the final customer' as the greatest achieve-ment of process management. To their view anyone active in a process must be aware of the final aim of the specific process: customer satisfaction (Tonchia and Tramontano, 2004). Knovving the customer is the starting point, because becoming process oriented re-quires an organization to adapt its (internal) processes to the different customers and their requirements (Davenport, 1993; Harmon, 2004). Moreover, customer needs are of a dynamic nature, so therefore customer oriented organizations need flexible processes, allovv-ing adaptation to fast changing customer expectations (Tenner and DeToro, 2000). Understanding the customers' expectations allows an organization to search proactively for improvements in processes in order to stay ahead of competition (profit sector) or to comply to the demands of society in general (not-for-profit sector). Additionally, customer satisfaction has to be mea-sured in a correct way on a regular basis. Ali such ef-forts can deliver crucial input for process improvements (Harrington, 1991; Davenport, 1993). 2.2.2 Process View IPU) This dimension refers to everyone's understanding and clear vievv on the organization's processes (Mc-Cormack and Johnson, 2001). It is critical that processes are vvell identified, defined and mapped in order to select and improve the right processes to improve customer value (Galbraith, 1995). Modeling and visu-alization of processes can provide nevv insights in the complexity of processes, vvhich is often a first step in studying BPM for the implementation of modified or nevv processes (DeToro and McCabe, 1997). 2.2.3 Organizational Structure (OS) Organizations have to adapt their structure to a process oriented vievv. It is an essential issue how an organization manages its resources to assure that its processes meet the expectations. An organization that relies entirely on a traditional departmental organization chart (e.g. functional) does not necessarily sup-port also a process-centric vievv. Cross-functional in-tegration efforts need to be formalized into explicit functions (Hernaus, 2008). Typically multidisciplinary teams are assigned to integrale functional structures (Byrne, 1993; McCormack et al, 2003). Roles such as 'process ovvner', 'process stevvard', 'process coach', etc. (Burlton, 2001; Chang, 2006; Jeston and Nelis, 2006) can be created to take up responsibility for the hori- zontal overvievv of a process. These roles are held ac-countable and responsible for the outcome of the process, vvhat has direct impact on the experience of the customer. In addition a 'centre of excellence in BPM' (Burlton, 2001) is often set up, containing the specific knovvledge, skills and behavioral conditions required to set up and manage business process improvement initiatives. The result of these nevv functions is that organizations that are process focused apply some kind of matrix management model, combining horizontal vvith vertical responsibilities, functions and roles. Hovv the process and the departmental manag-ers relate to one another varies from one company to another, but it has to be vvell defined and documen-ted in order to function properly. In some companies specific individuals occupy multiple managerial roles. Thus, one individual might be both the manager of a functional department and the manager of an end-to-end process (Davenport, 1993; Galbraith, 1995). 2.2.4 Process Performance (PP1 Realizing business process improvements requires that the processes are continuously measured and ana-lyzed, i.e. defining and implementing performance measures and Key Performance Indicators (KPIs) that allovv executives to monitor processes (McCormack and Johnson, 2001). Often it is noted that organizations focus too much on "departmental" and "functional" objectives vvith their related KPIs. The latter usually only measure financial performance or sales volumes, vvhich are typically departmental measures (Tenner and DeToro, 2000). These are indeed useful measures but they bear little Information regarding processes. A horizontal process oriented vievv on the organization therefore requires KPIs that measure cross-departmen-tal process inputs, outputs and outcomes and the rela-tions in betvveen (Kueng and Krahn, 1999). 2.2.5 Culture, Values & Beliefs (CUB) The lack of a change supportive culture is often bla-med vvhen process improvement actions fail (Davenport, 1993). Therefore process orientation is a crucial part of the organizational culture. Aspects of process orientation, like customer orientation should be reflec-ted in the beliefs, values, and principles vvhich the organization has publicly committed to. In this dimension, the mindset for process management and processes in general is assessed. This relates to teamvvork, innovative culture, avvareness of mission and values of your company (Davenport, 1993). An important as-pect of process orientation vvith cultural implications is inspiring leadership and executive support. It is the top management's responsibility to direct the organi-zation towards process orientation. In addition stimu-lating interdepartmental and proactive behavior is key to introducing process orientation (Harrington, 1991; Tenner and DeToro, 2000). 2.2.B People Management IPM1 Balzarova et al. (2004) identified 'Training and Learn-ing by doing' and 'Managing resistance to change' as key success factors of implementing process-based management. In a process oriented organization, people need to be trained and informed on how to im-prove processes and to think in terms of processes (Harrison-Broninski, 2005). More importantly, these people also need to be evaluated and revvarded on the basis of competences developed for analyzing, under-standing and improving processes. The ability and vvill-ingness to be team players and contributors is also as-sumed to be very important. Even vvhen recruiting and assessing new employees, the capability of process awareness becomes more and more an important qual-ifier (Van den Bergh et al., 2008). 2.2.7 Information Technology UT) IT is both an enabler and support for processes as they run in the organization. This dimension States that IT systems need to be in plače to enable efficient execu-tion of business processes and to give the right support for process improvement initiatives (e.g. model-ing and simulation modules in BPM suites). IT sys-tems should be flexible to facilitate process improve-ments. A process oriented IT system supports infor-mation exchange across departments (Davenport, 1993; Hung, 2006). The integration of applications is therefore very important since the diversity of applications could hamper the integration efforts betvveen departments and/or functions. 2.2.8 Supplier Perspectiue (SP) Processes clearly exceed the organizational borders in today's economy. As technology evolves, boundaries fade and suppliers become partners. Sharing informa-tion and knovvledge vvith suppliers is a characteristic of process orientation (Tonchia and Tramontano, 2004). Lee et al. (2005) argue that process models should encompass these interactions vvithin the value chain. Information sharing vvith suppliers is also con-sidered important for effective process improvement management. Streamlining a process includes good supplier management as they deliver crucial resour-ces or other inputs for processes (Harrington, 1991). 3 Methodologv Seen the exploratory context of the research, a delibe-rate choice vvas made to apply a Mixed-Method ap-proach (Greene et al., 1989; Tashakkori and Teddlie, 1998; Teddlie and Tashakkori, 2003). First, based on available quantitative data from a series of organization specific assessments, the overall relationship betvveen 'Business Process Orientation' and 'Organizational Change' is visualized. Next, the results are veri-fied and interpreted based on additional semi-struc-tured intervievvs vvith representatives of some of the organizations. Ali organizations vvere involved in dif-ferent focus panels discussing their results compared to each other. This gave insight in the different caus-es for their varying results. From June 2006 till May 2008, 64 organizations vvere assessed based on the holistic BPO model. Organizations from different sectors, such as puhlic sec-tor, health čare, banking, manufacturing, distribution, Consulting, Insurance and Utilities participated in the study. No selection criteria for the organizations vvere set upfront. Hovvever, as ali organizations participated voluntary, a positive attitude tovvards BPM research and BPO benchmarking can be assumed. In each organization, depending on the company size, a selection of 10 to 100 people, chosen by a key contact person (top or senior level), vvas surveyed Online concerning the 8 BPO dimensions (68 questions in total, 7-point Likert-scale for each question). The key persons vvere informed upfront about the content and purpose of the assessment. They vvere actively encouraged to select a group of people representing different departments, core processes and hierarchi-cal levels. By carefully selecting such a varied group of people a more objective vievv is created on the vvhole organization, vvhich is of course crucial for BPM research seen its holistic nature. In total 1022 valid sur-veys vvere collected. Only surveys fully completed and vvith a proper completion time (minimum 5 minutes) vvere included. The individual ansvvers vvere aggregated on an organizational level resulting in 8 dimension scores for each organization. The average of the 8 dimension scores gives a high-level, but summarizing indication of the overall Business Process Orientation of each organization (General BPO score). An additional question probed among ali respon-dents for their change experience due to implement-ing BPM practices in their organization (also 7-point Likert-scale). Considering the main purpose of this research, being an exploratory analysis, the concept 'Organizational Change' is currently only estimated based on this one particular question. The results for this question were aggregated on the organizational level, approximating the 'Perceived Organizational Change' in each organization. In this way both con-cepts, BPO and 'Organizational Change', ca n be com-pared on the same level. As the first part of the ap-plied Mixed-Method approach, in this čase the quan-titative part, it should be a sufficient basis for the se-cond and qualitative part, containing clarification and interpretation of the quantitative results. The results of the qualitative part are explained in section 4.2 of this paper. 4 Results 4.1 General positiue relation: achieving BPO reguires change In figure 2 each organization is plotted in a tvvo di-mensional view, with the tvvo axes: 'General BPO score' and 'Perceived Organizational Change'. A broad 4,50 General BPO score Figure 2: Scatter-plot 'General BPO score' us. 'Perceived Organizational Change' cloud is visible vvhich is slightly oriented from the left bottom corner to the right top corner. This suggests a positive correlation. In general it can be concluded tentatively that achieving a higher 'general BPO score' is associated vvith higher 'perceived organizational change'. How-ever, seen the broadness of the cloud, some interfer-ing variables should be investigated in the future. To get insight in these interfering variables, additional qualitative research was carried out by conducting intervievvs and focus panels, and also by revievving internal documentation of the participating organiza-tions. In the next part an arbitrary grouping clarifies the first findings of the qualitative research. The classifi-cation tries to segregate cases, despite the number of čase in each category, in that way that both a clear theoretical description and a series of prescriptive sug-gestions can be made for each category. The prelimi-nary theoretical descriptions, given belovv, are the subject of further validation and a basis for future hypotheses formulation and quantitative testing. On the other hand, the classifications can inform the as-sessed organizations of their current situation and can inspire them for future improvement actions. 4.2 Oualitatiue Classification On the scatter plot (figure 3) 4 classes are indicated. The positive association betvveen the general BPO score and the perceived organizational change score has been taken as a base for the classification. Next, each category is explained in more detail further on. 4.2.1 Organizations on track In this class those organizations are grouped for vvhich the Organizational Change, perceived by the emplo-yees, is in balance vvith the BPO achievements of the organization. These are the organizations vvhere perceived change, as a result of internal improvement actions, 'merits' in the overall BPO score in a propor-tional and straightforvvard way. The change, experi-enced by the employees, can be considered as actually 'translated' in a higher BPO score for the organization. In these cases the change efforts vvere well coordina-ted follovving a consistent approach. Such holistic, Business process-avvare approaches are described by (among others) Hammer (1996), Burlton (2001), Smith and Fingar (2002), Jeston and Nelis (2006) and Har-mon (2007). 4.2.2 Natural BP oriented organizations Few organizations have a relatively high BPO score compared to a lower change impact experienced by the employees (cases in the right bottom corner). The cause for this 'exceptional' reverse relation might be found in the fact that change is an inherent part of their Business. Change is therefore not experienced as exceptio-nal by the employees. From the additional intervievvs and focus panels it became obvious that ali cases in this category are characterized by a larger proportion of employees vvorking in a project environment (e.g. con-sultants, software developers, etc.). As they became used to a changing environment because of regularly changing and dynamic projects, organizational change becomes a relative unnoticed phenomenon. Seen the exceptionality of these cases, few literature is available. Future research should probe for the exceptional set-tings characterizing these cases. 4.2.3 Organizations in the Tisk zone' These organizations can be described by a high change impact for the employees, while results on the BPO score are not fully accomplished. This means that employees do experience and also perceive change, nevertheless the BPO score is not grovving at the same rate. This might indicate that employees in the short term have experienced a significant impact on their daily job, while results have not (yet) been vali-dated through Business Process Orientation mea-sures. 'Organizational Change' seems to be more vari-able on the short term, compared to BPO vvhich indi-cates more structural and long term achievements. Therefore some cases in this category showed relative high perceived Organizational Change scores because of recently announced and implemented changes. However changes are made, the merits concerning BPO scores were not visible yet. Efforts to keep the momentum in realizing benefits from the applied methodologies and change actions are therefore cru-cial. This is also argued in similar research on manu-facturing improvement methodologies by Hanson and Voss (1995). For other cases it was reported that changes for the employees do not always result in optimal integration and in better BPO performance. Bad coordination bet-ween initiatives, less effective projects and programs, 'over-restructuring', insufficient insights in real root-causes, inadequate follovv up by top-management, etc. are common reasons. A similar listing is given by Kotter (1996) summarized as 8 common change er-rors: 1. Allowing too much complacency 2. Failing to create a sufficiently povverful guiding coalition 3. Underestimating the power of vision 4. Undercommunicating the vision by a factor of 10 (100 or even 1000) 5. Permitting obstacles to block the new vision 6. Failing to create short-term wins 7. Declaring victory too soon 8. Neglecting to anchor changes firmly in the corpo-rate culture 4.2.4 Organizations being 'Constant Changers' These organizations are characterized by a high perceived change impact vvhile BPO scores are low. Many change initiatives are launched with very few resulting impact on the Business Process Orientation of the organization. Such organizations are typified by vvorking constantly on many high impact projects and programs. Nevertheless, the common long-term vision lacks, vvhich results in high resistance to change. This high resistance makes it even more difficult to achieve BPO improvements on the long term, as change resistance becomes a self-fulfilling prophecy. This effect is referred to as the 'Change Pygmalion Effect' (Ford et al., 2008). The single extreme čase in Risk Zone • Constant Changers 'z • • / •• Natural BP Oriented General BPO score Figure 3: Classilication of organizations based on BPO - Organizational Change relation this category is strongly characterized by a series of large change programs, due to altering top-manage-ment, vvithout capitalizing on previous achievements. 5 Conclusions and further considerations Concerning the relation betvveen Business Process Orientation and Organizational Change a broad pos-itive relation is visible. This means that the higher the BPO score of a company the more employees experi-ence and thus perceive change in their daily job. It requires more than a minimum of change efforts in an organization in order to become gradually more process oriented. VVithout change, BPO improvement is hardly possible. On the other hand, Organizational Change needs to be monitored carefully. Too much uncoordinated or a too frequently applied change initiatives could lead to change frustration among employees. In these cases the investments and previous achievements are not exploited fully to grovv the Business Process Orientation efficiently and effectively. Furthermore, the proposed classification given in figure 3 can be used as a benchmark tool for each of the organizations currently in the study, or for orga-nizations involved in future assessments. By visualiz-ing their position in this graph, the comparison is made vvith other organizations and specific action points can be taken depending on the class they are in. This paper had the aim to report on an explorato-ry data analysis combined vvith a qualitative interpre-tation, in order to get insight and to inspire the BPM-research community for nevv hypotheses formulation and testing. More quantifiable research should there-fore follovv. It is hovvever important to take into account some key considerations in further research on Business Process Orientation. Vet many models and surveys have been developed testing Business Process Orientation (or BPM Maturity) (McCormack and Johnson, 2001; Lockamy III and McCormack, 2004; Harmon, 2004; Rosemann et al., 2006; Hung, 2006; Hammer, 2007). As the concept BPO (and BPM Maturity) deals vvith the presence of organizational characteristics, managed by individuals or groups of individuals, the research question is in nature one vvith a multi-level character. Organizational and individual attributes influence each other mutually, vvhich should be taken into account vvhen surveying an individual on or- ganizational characteristics. (Klein and Kozlovvski, 2000; Hox, 2002). Particular for the BPM research do-main, dealing vvith the integration and management of different sub-parts in an organization involving many individuals, multi-level research models and data sets, seem inevitable in order to professionalize the current BPM research domain. Furthermore, in order to have a basis for quantita-tive BPO research, proper validation of constructs should be elaborated. Considering the prescriptive character of BPO (and BPM Maturity), validation methods dealing vvith formative constructs are pre-ferred (Jarvis et al., 2003; Diamantopoulos and Siguavv, 2006; Petter, 2007). As validation for formative constructs is depending on the relations vvithin the proposed model, research questions and data gathering should therefore be considered carefully. Mentioning both the multi-level and formative aspects of BPO survey research, the authors indicate the area's of attention for their future research. 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Van den Bergh J., VVillaert P., VVillems J., Deschoolmeester D.: People aspects of Business Process Management: Determinanta of Process-Oriented Behaviour, Proceedings of 2008 International Conference on Information Resources Management, Niagara Falls, Canada(May 18-20), 2008 46. VVillaert P., Van den Bergh J., VVillems J., Deschoolmeester D.: The process-oriented organization: a holistic view. Developing a framework for business process orientation maturity, BPM Conference, Brisbane, 2007. 47. VVillems J., VVillaert P., Van den Bergh J.: Defining an organizational performance construct for validating business process orientation. Proceedings of 2008 International Conference on Information Resources Management, Niagara Falls, Canada (May 18-20), 2008 Jurgen VVillems holds a university degree in Applied Economics, option Technical Business Management (Ghent University, Belgium) and a Master degree in Operations and Technology Management (Ghent University, Belgium). Since August 2005 he works as a researcher at the Vlerick Leuven Gent Management School in the Operations and Technology Management Competence Centre. Kis research interests are focused on Business Process Management and the managerial aspects of Business Intelligence. Joachim Van den Bergh holds a Master Degree in Commercial Engineering option Strategic Management (University of Antvverp, Belgium). Since September 2006, he works as a researcher at the Vlerick Leuven Gent Management School in the Operations and Technology Management Competence Centre. His main research interests are focused on Business Process Management (BPM Netvvork) and ali aspects of ICT Management. Friederike Schroder-Pander obtained a PhD in applied mathematics at Hamburg university, Germany. Before joining the Vlerick Leuven Gent Management School, she vvorked several years in the IT sector vvhere she got varied experience in project management, analysis, coaching, change and process management. Since June 2008, she vvorks as a lecturer at the Vlerick Leuven Gent Management School vvithin the Operations and Technology Management Competence Centre. Her main research interests are situated in the field of Business Process Management. Prof Dr Dirk Deschoolmeester is Civil Engineer, MBA and Doctor in Applied Sciences (Ghent University, Belgium). He participated in the International Teachers Program at Harvard and MIT and was visiting professor at the Asian Institute for Technology and the China-EEC Management Program. He is also professor at Ghent University. He is the founder of the Vlerick BPM Netvvork. •• Spoštovane bralke, spoštovani bralci, sodelavke in sodelavci revije Uporabna informatika želimo vam srečno novo leto 2 OOQ in veliko ustvarjalnih izzivov Uredništvo RAZPRAVE 0 Stanje procesne usmerjenosti in ključni izzivi za prihodnost v Sloveniji in na Hrvaškem Rok Škrinjar,1 Tomislav Hernaus,2 Mojca Indihar Štemberger1 1 Univerza v Ljubljani, Ekonomska fakulteta, Inštitut za poslovno informatiko rok.skrinjar@ef.uni-lj.si, mojca.stemberger@ef.uni-lj.si 2 Univerza v Zagrebu, Ekonomska fakulteta, Katedra za organizacijo in management thernaus@efzg.hr Povzetek Čeprav so mnoge raziskave pokazale, da procesno usmerjena podjetja poslujejo uspešneje, se procesni pogled na poslovanje v našem okolju uveljavlja počasi. Da bi ugotovili, kakšno je stanje na tem področju, smo na Hrvaškem in v Sloveniji leta 2008 izvedli raziskavo. Namen prispevka je predstaviti prve rezultate te raziskave in izpostaviti ključne izzive, s katerimi se bodo podjetja srečevala v prihodnosti, če bodo želela izboljšati zrelost svoje procesne usmerjenosti. Glavne ugotovitve so, da se je stanje od leta 2005 izboljšalo, predvsem na področju definiranosti in dokumentiranosti procesov ter na področju definiranja mer uspešnosti procesov. Po drugi strani je kar nekaj področij, ki jih bodo morala podjetja še izboljšati, med njimi je tudi informatizacija poslovanja. Ključne besede: procesna usmerjenost, zrelost procesne usmerjenosti, uspešnost poslovanja, Slovenija, Hrvaška Abstract THE STATE OF BUSINESS PROCESS ORIENTATION AND KEV FUTURE CHALLENGES IN SLDVENIA AND CROATIA VVhile it bas been widely theoretically argued and empirically praven and confirmed that more process oriented companies outperform those that are less process oriented, the adoption of process paradigm has been slow in our milieu. To assess the State of process orientation of Slovenian and Croatian companies we have carried out an empirical study, The purpose of the paper is to present the preliminary results of the study and to expose key challenges companies will need to overcome in order to raise their process orientation maturity. One of the key findings is that in general the process orientation maturity has risen since 2005. This was mainly due to a significant progress in the process definition and documentation area and the process measurement area. On the other hand many improvements are stili needed in wide array of dimensions, appropriate information technology adoption being one of them. Key vvords: process orientation, maturity, organizational performance, Slovenia, Croatia 1 Uvod Procesna usmerjenost predstavlja nov pogled na podjetja, temelječ na procesih, ki jih izvajajo, ne pa na poslovnih funkcijah, divizijah ali oddelkih, na katere je razdeljeno podjetje. Sledenje temu konceptu podjetjem omogoča dolgoročen obstoj, uspeh in razvoj; procesno usmerjenost vzpostavljamo z različnimi oblikami menedžmenta poslovnih procesov. Procesna usmerjenost je tudi v tesni povezavi z informacijsko tehnologijo in informatizacijo poslovanja. Na eni strani je ustrezna stopnja procesne usmerjenosti pogoj za informatizacijo poslovnih procesov. Neurejenih, nepovezanih in neusklajenih poslovnih procesov nima smisla informatizirati, saj to pripelje do nepovezanih rešitev posameznih oddelkov. Na drugi strani pa prav informacijska tehnologija omogoča in pospešuje drugačen način dela oziroma prenovo procesov (Kovačič, Bosilj - Uukšič, 2005). Procesno usmerjenost raziskujemo že nekaj let in o njej smo že pisali tudi v Uporabni informatiki (Škrinjar et al., 2005). Raziskava, ki smo jo leta 2005 izvedli v Sloveniji in na Hrvaškem, je pokazala, kakšno je stanje na tem področju v obeh državah (Škrinjar et al., 2006), ter potrdila vpliv procesne usmerjenosti na uspešnost poslovanja (Hernaus, 2006; Škrinjar et al., 2008). Da bi spremljali napredek in procesno usmerjenost raziskali tudi v širšem kontekstu, smo raziskavo izvedli ponovno leta 2008. Namen tokratnega prispevka je predstaviti prve rezultate raziskave o stanju procesne usmerjenosti slovenskih in hrvaških podjetij ter podati naše videnje o tem, kaj so ključni izzivi za prihodnost. V naslednjem razdelku sta na kratko predstavljena koncept procesne usmerjenosti in model zrelosti poslovnih procesov, s pomočjo katerega lahko podjetja ugotovijo stopnjo svoje procesne usmerjenosti. Tretji razdelek prikazuje prve rezultate in bistvene ugotovitve raziskave o stanju procesne usmerjenosti v slovenskih in hrvaških velikih in srednje velikih podjetjih, ki smo jo izvedli poleti 2008. Zadnji razdelek podaja sklepne misli. 2 Procesna usmerjenost Za dolgoročno uspešnost poslovanja morajo v podjetju delovati timsko, pri čemer morajo biti vsa področja poslovanja integrirana, s poglobljenim razumevanjem pomembnosti ostalih področij. Ker se temelji konkurenčnosti premikajo s stroškov in kakovosti na prilagodljivost in odzivnost, menedžment poslovnih procesov pridobiva na pomembnosti (0'Neill, Sohal, 1999). Pri tem poslovni proces razumemo kot sestavo med seboj logično povezanih aktivnosti, ki ustvarjajo vrednost s transformacijo nabora vhodov v specifičen splet izhodov (proizvodov ali storitev, dokumentov, sklenjenih dogovorov) s kombinacijo ljudi, metod in orodij (Kovačič, 2004). Glede na to, da so v klasični funkcijski organiziranosti napori menedžmenta na vseh ravneh usmerjeni k optimizaciji dela njihovih funkcij, ne pa procesov, ki čez te funkcije potekajo, je očitno, da ta, prevladujoča oblika organiziranosti ne ponuja več optimalnega okvirja za poslovanje. Prehod s funkcijske paradigme zadnjih dvesto let k procesni lahko poteka v več oblikah (Smith, 2003). Včasih je ta pojem ozna čeval predvsem temeljito preverjanje poslovnih procesov ter njihovo radikalno spreminjanje (angl. Business process reingeneering - BPR), danes pa prenovo poslovanja razumemo širše in označuje različne oblike načrtovanega spreminjanja poslovnih procesov z namenom njihovega izboljšanja (Harmon, 2007). Sprememba je lahko npr. redefiniranje ali izboljševanje aktivnosti procesa, uporaba nove informacijske tehnologije, uvajanje novih standardov, dodatno usposabljanje zaposlenih, povečanje nadzora nad procesom ali povečanja usklajenosti procesov. Uspešnost prenove poslovnih procesov je v veliki meri pogojena z ustrezno organizacijsko obliko, ki podpira izvajanje novih procesov. Pomembno vprašanje pa je, kako preveriti, v kolikšni meri stanje v organizaciji temu ustreza. V ta namen sta McCormack in Johnson (2001) na podlagi obširnega pregleda literature in lastne raziskave izoblikovala koncept, ki sta ga poimenovala procesna usmerjenost. Koncept je podoben procesni organiziranosti, vendar je precej širši. Tako lahko tudi pri organizacijah, ki formalno niso organizirane procesno, ugotavljamo stopnjo procesne usmerjenosti. Procesno usmerjenost definirata kot organiziranost, katere temeljni pogled poudarja procese namesto hierarhičnih struktur in daje poseben poudarek rezultatom poslovnih procesov ter zadovoljstvu strank (McCormack, Johnson, 2001). Njun koncept je v osnovi definiral tri dimenzije: procesni pogled, procesna delovna mesta ter menedžment in merjenje procesov, kar pa je preozko. Na podlagi njunega koncepta in sorodnih konceptov v literaturi (VVillaert et al., 2007) smo razvili razširjen model procesne usmerjenosti, ki vključuje devet dimenzij, prikazanih na spodnji sliki. Le ob upoštevanju vseh vidikov procesne usmerjenosti lahko celovito analiziramo stanje v podjetju. 2.1 Procesna usmerjenost in uspešnost poslovanja V literaturi (npr. Porter, Tanner, 1996; Davenport, Short, 1990; Hammer, Champy, 1993; Al-Mashari, Zairi, 1999; Burlton, 2001; Harmon, 2007) pogosto navajajo pozitivne vplive procesne usmerjenosti na poslovanje. Njeno uvajanje vpliva na mnoge plati podjetja in se skozi spremenjen način poslovanja odraža tudi na finančni uspešnosti, kot so potrdile tudi empirične raziskave v tujini (McCormack, Johnson 2001; VVillaert et al., 2007) in pri nas (Škrinjar, Bosilj - Vukšič, Indihar Štemberger, 2008). Ključna ugotovitev raziskav je potrditev vpliva procesne usmerjenosti na uspešnost poslovanja - podjetja, ki so bolj procesno usmerjena, so uspešnejša od manj procesno usmerjenih. Slika 1: Razširjeni model procesne usmerjenosti V literaturi je navedeno tudi mnogo drugih pozitivnih učinkov procesne usmerjenosti, med drugim: zmanjšanje stroškov, odpravljanje nepotrebnih aktivnosti, večja učinkovitost, krajši poslovni cikli, povečano zavedanje o pomenu strank, večja integriranost procesov v podjetju, večja fleksibilnost in podobno (Keen, 1997; Oden, 1999; Galbraith, 2002). Dodatno uvajanje procesne usmerjenosti poenostavlja koordinacijo med oddelki in zmanjšuje konfliktnost med njimi (McCormack, Johnson, 2001). 2.2 Zrelostni model procesne usmerjenosti Koncept procesne usmerjenosti ni bipolaren, zato ne moremo trditi, da neka organizacija je ali pa ni procesno usmerjena. Na mestu je ugotavljanje nivojev, stopenj zrelosti procesne usmerjenosti, ob upoštevanju, da višja stopnja zrelosti procesne usmerjenosti vodi do bolj uspešnega poslovanja. V ta namen se je v teoriji pojavilo precej modelov, ki predstavljajo okvir procesne usmerjenosti in služijo na eni strani kot orodje za oceno trenutnega stanja v podjetju, na drugi strani pa kot vodilo za nadaljnje aktivnosti uvajanja praks procesne usmerjenosti. V članku povzemamo McCor-mackov in Johnsonov (2001) zrelostni model, ki opredeljuje štiri zrelostne stopnje procesne usmerjenosti: Ad hoc: Procesi so nestrukturirani in slabo definirani. Mer uspešnosti procesov se ne uporablja, delovna mesta in organizacijska struktura temelji na tradicionalnih funkcijah, ne na horizontalnih procesih. Uspešnost podjetja je odvisna od volje, zagnanosti in »herojskih« dejanj posameznikov, ki pogosto sami postavljajo pravila in delujejo »mimo sistema«. Definirano: Osnovni procesi so definirani, dokumentirani in modelirani. Procese se spreminja prek formalnih postopkov. Delovna mesta in organizacijska struktura vključujejo tudi procesni vidik, vendar so še vedno pretežno funkcijska. Vodje funkcijskih oddelkov se pogosto sestajajo in koordinirajo medsebojne aktivnosti. Sestajajo se tudi z dobavitelji in strankami. Povezano: Menedžerji uporabljajo procesni menedžment s strateškim namenom. Delovna mesta in strukture niso več omejene na tradicionalne funkcije. Pogost indikator te stopnje je prisotnost skrbnikov in lastnikov procesov. Sodelovanje med oddelki, dobavitelji in strankami vodijo timi, ki imajo skupne cilje in mere uspeha, ki niso več omejeni na posamezne po- slovne funkcije. To stopnjo zrelosti lahko imenujemo tudi »stopnja preboja«, saj vsebuje nekatere ključne elemente procesne usmerjenosti. Integrirano: Podjetje sodeluje z dobavitelji in strankami na nivoju procesov. Delovna mesta in strukture temeljijo na procesih. Tradicionalne funkcijske enote so izenačene, včasih celo podrejene procesom. Mere uspešnosti procesov in procesni menedžment je globoko zakoreninjen v podjetju. Podjetja, ki dosežejo to stopnjo zrelosti, so dosegala optimalno ravnovesje med funkcijami in procesi. 3 Raziskava procesne usmerjenosti v Sloveniji in na Hrvaškem Glede na izreden pomen, ki ga ima procesna usmerjenost na uspešnost poslovanja podjetij, nas je zanimalo, kakšno je stanje v podjetjih v Sloveniji in na Hrvaškem. Da bi to preučili, smo poleti leta 2008 v sodelovanju ekonomskih fakultet iz Ljubljane in Zagreba izvedli obširno raziskavo. Ključni cilji raziskave so bili: ugotoviti stopnjo zrelosti slovenskih in hrvaških podjetij ter ugotoviti napredek glede na leto 2005; spoznati ključna problemska področja ter na razširjenem modelu preučiti vpliv procesne usmerjenosti in njenih posameznih elementov na različne vidike uspešnosti poslovanja. Podatki za analizo so bili zbrani z vprašalniki, ki smo jih naslovili na srednja in velika podjetja. V vprašalniku je bilo 54 vprašanj, ki so se nanašala na različne vidike procesne usmerjenosti ter 16 vprašanj v povezavi z uspešnostjo poslovanja. Tip vprašanj je bil večinoma trditev v povezavi z 7-stopenjsko Likertovo lestvico, ki je predstavljala stopnjo strinjanja (ali nestrinjanja) s trditvijo (1 - sploh ne drži..., 7 - popolnoma drži). V Sloveniji so bili vprašalniki poslani vsem srednjim in velikim podjetjem, ki so bila v času izvedbe evidentirana v različnih registrih gospodarskih subjektov (PIRŠ, GVin). Teh je bilo 1339. Vrnjenih je bilo 134 vprašalnikov, kar predstavlja 10-odstotni odziv. Na Hrvaškem so bili vprašalniki poslani polovici naključno izbranih srednjih in velikih podjetij iz registra gospodarskih subjektov Inštituta za poslovne raziskave, katerih je bilo 1750. Vrnjenih je bilo 200 vprašalnikov, kar predstavlja 11,4-odstotni odziv. Skupni vzorec1 podjetij je bil 334, na podlagi katerega so bile narejene v nadaljevanju predstavljene analize. 1 Pred analizo smo preverili, ali obstajajo statistično značilne razlike med vzorcema. Ugotovili smo, da med vzorcema večinoma ni razlik. Natančneje, od 54 vprašanj so statistično značilne razlike ugotovljene le pri 18 vprašanjih (pri p < = 0,01). To dejstvo in pa dejstvo, da smo iskali splošno stanje širšega geografskega področja, sta botrovali odločitvi, da vzorca združimo in analiziramo podatke skupaj. 3.1 Splošno stanje procesne usmerjenosti v Sloveniji in na Hrvaškem V prvem koraku nas je zanimalo, kje na zrelostnem modelu procesne usmerjenosti so slovenska in hrvaška podjetja. V ta namen je bilo izračunano povprečje vseh vprašanj za vsako podjetje. Dobljeni rezultat predstavlja skupno oceno procesne usmerjenosti posameznega podjetja. Na podlagi ocene smo podjetja razvrstili po zrelostnih stopnjah in na ta način dobili porazdelitev podjetij po zrelostnih stopnjah. Meje posameznih stopenj so bile določene vsebinsko, glede na stopnjo strinjanja, ki jo označuje posamezna ocena Likertove lestvice. Tako je na primer vsako nestrinjanje ali nevtralnost do trditve (ocene 1-4) pomenila stopnjo ad hoc za posamezno vprašanje in/ali skupno oceno podjetja, upoštevaje povprečje vseh vprašanj. Meje zrelostnih stopenj so: ad hoc: do 4; definirano: 4 do 5,5; povezano: 5,5 do 6,5; integrirano: nad 6,5. Upoštevaje navedene meje stopenj zrelosti lahko distribucijo podjetij po stopnjah prikažemo z zgornjo sliko (slika 2). Kot je razvidno iz slike, je večina podjetij na definirani in povezani stopnji. Manjši del jih je še vedno na začetni stopnji. Zelo malo pa je podjetij, ki so dosegla integrirano stopnjo procesne usmerjenosti. Ti podatki nakazujejo, da so podjetja večinoma spoznala pomen procesne usmerjenosti in se začela postopoma transformirati v procesno usmerjena. Prve korake, ki so povezani predvsem z identifikacijo, definicijo in dokumentacijo procesov, je večina podjetij že naredila. Podrobnejša analiza stanja po posameznih dimenzijah je predstavljena v naslednjem razdelku. Frekvenca podjetij % 48,1 % 39,2 % 11,8% Integrirano Definirano Povezano AdHoc Stopnja zrelosti Slika 2: Porazdelitev podjetij po zrelostnih stopnjah 3.2 Stanje procesne usmerjenosti po dimenzijah Razloge za trenutno stanje procesne usmerjenosti lahko podrobneje definiramo z analizo posameznih dimenzij. Spodnja slika (slika 3) prikazuje vidike procesne usmerjenosti po posameznih elementih in njihovo povprečno oceno. Vidiki, ki so v večji meri vplivali na večjo stopnjo procesne usmerjenosti, so: strateški vidik, definiranost in dokumentiranost procesov, trženj-ska usmerjenost ter vidik dobaviteljev. Iz podatkov je mogoče sklepati, da se menedžment podjetij v veliki meri zaveda pomena poslovnih procesov in njihove kontinuirane optimizacije (strateški vidik) ter vloge, ki jo imajo pri uresničevanju poslovnih strategij. Ravno zaradi zaznanega pomena poslovnih procesov so podjetja svoje procese v veliki meri definirala in Strateški vidik Menedžment in merjenje procesov Procesna organizacijska struktura Trženjska usmerjenost Procesna organizacijska kultura Procesna informacijska tehnologija Definiranost in dokumentarnost procesov Upravljanje s kadri Vidiki dobaviteljev Slika 3: Povprečne ocene podjetij po dimenzijah procesne usmerjenosti jih dokumentirala, kar je temelj za vse nadaljnje aktivnosti uvajanja procesne usmerjenosti. Ključno je tudi, da podjetje pozna želje in potrebe svojih kupcev (tr-ženjska usmerjenost), katere izpolnjuje skozi poslovne procese. Na drugi strani ostaja precej področij nezadovoljivo razvitih v smeri procesne usmerjenosti. Ta so: informatizacija poslovanja, procesna organizacijska kultura, upravljanje s kadri ter organizacijska struktura. Informacijska tehnologija, ki jo v literaturi (Hammer, Champy 1993; Davenport, 1993; Smith, Fingar, 2003) predstavljajo kot enega najpomembnejših pospeševalcev uvajanja procesne usmerjenosti, v Sloveniji in na Hrvaškem ni v zadostni meri izkoriščena oz. je njena uporaba parcialna, temelječa predvsem na poslovnih funkcijah. Velik izziv za nadaljnje uvajanje naprednejših praks procesne usmerjenosti je bil zaznan tudi v organizacijski kulturi podjetij. Ta je zadnja desetletja tipično funkcijsko naravnana, ker pomeni, da prevladujejo vrednote lokalnih (lastnih) ciljev, nepovezovanja, individualnosti in omejenih pristojnosti. Enak vpliv funkcijske organiziranosti je evidenten tudi pri dimenzijah strukture in upravljanja s kadri. Glede na to, da so temelj procesne usmerjenosti timsko delo in širok razpon odgovornosti in pristojnosti, podprti s kvalificiranimi zaposlenimi, se bodo morala Slovenska in Hrvaška podjetja v prihodnje osredinjiti prav na ta področja, če bodo želela dosegati višje stopnje zrelosti procesne usmerjenosti. V nadaljevanju so podrobneje predstavljene pomembnejše ugotovitve po posameznih dimenzijah procesne usmerjenosti. Stanje po dimenzijah je strnjeno prikazano na spodnji sliki (slika 4). 3.2.1 Strateški vidik Zelo pomembna ugotovitev raziskave je, da se menedžment podjetij zaveda pomembnosti poslovnih procesov in je aktivno vključen v njihovo izboljševanje in prenovo (Asvl). Le s popolno podporo in zavzetostjo menedžmenta je namreč mogoče udejanjiti principe procesne usmerjenosti. Prav tako je pozitivno, da cilji poslovnih procesov večinoma izhajajo iz strategije podjetij (Asv2), saj so dejansko procesi tisti, ki udejanjajo strategijo. Na drugi strani pa je problem v komunikaciji med vodstvom in nižjimi ravnmi menedžmenta in zaposlenimi, saj ti niso dobro seznanjeni s cilji in strategijo podjetja (Asv4). Nerazumevanje in nepoznavanje ciljev pa lahko pelje v lokalno optimizacijo in nasprotujoče si težnje posameznih postopkov in procesov, kar posledično pomeni neučinkovitost in neuspešnost na ravni podjetja. Ključni poudarek strateškega vidika v prihodnje mora biti torej v komunikaciji strategije z zaposlenimi in povezavi in koordinaciji vseh procesov. Povprečna ocena vprašanja 7 6 - 3 - i- tN m m 'T ECDL: www.ecdl.com —► CEPIŠ: www.cepis.com Dostop do dveh tujih strokovnih revij: —► Revija Upgrade (CEPIŠ) v angleščini (ISSN 1684-5285) je dostopna na spletnem naslovu: http://www.upgrade-cepis.Org/issues/2008/4/upgrade-vol-IX-4.html. —► Revija Novatica (CEPIŠ) v španščini (ISSN 0211-2124) je dostopna na spletnem naslovu: http://www.ati.es/novatica/. Slovensko društvo INFORMATIKA zbira na podlagi 53. člena statuta in pravilnika o priznanjih predloge za priznanja Slovenskega društva INFORMATIKA 1. Priznanje se lahko podeli posamezniku ali pravni osebi za ■ dosežke na področju uporabne in znanstvene informatike ter vidne prispevke na področju razvoja informacijske družbe in razvoja novih načinov in tehnologij dela na področju informatike, . dolgoletno uspešno delo v društvu ali v drugih društvih, ki so sodelovala z društvom pri programskih vprašanjih, ■ razvoj mednarodnega sodelovanja in izmenjavo dosežkov na tem področju, • izjemne dosežke na področju razvoja konceptov, programskih orodij, naprav in tehnologij v zvezi z informatiko, • uspešno sodelovanje z društvom, . publicistično delo na področju informatike in informacijske družbe in • izjemne dosežke na področjih, ki zadevajo vprašanja informatike. 2. Predlog mora vsebovati: • podatke o prejemniku priznanja, . opis dosežka, • predlagano priznanje, • dokazila o dosežku, . podatke o predlagatelju. Podrobni pogoji so navedeni v pravilniku na naslovu http://www.drustvo-informatika.si. Predloge pošljite do vključno 30. januarja 2009 na naslov: Slovensko društvo INFORMATIKA 1000 Ljubljana, Vožarski pot 12 z oznako “PRIZNANJA 2008 Predloge bo v skladu s pravilnikom obravnavala komisija za priznanja in jih s svojim mnenjem posredovala izvršnemu odboru društva. Priznanja bodo javno podeljena na posvetovanju Dnevi slovenske informatike aprila 2009. Včlanite se v Slovensko društvo INFORMATIKA Pristopna izjava za članstvo v Slovenskem društvu INFORMATIKA Pravne osebe izpolnijo samo drugi del razpredelnice Zanimajo me naslednja področja/sekcije1 Ime in priimek Datum rojstva Stopnja izobrazbe ....... D informacijski sistemi srednja, višja, visoka Naziv prof., doc., spec., mag., dr. 1 operacijske raziskave Domači naslov 1 1 seniorji Poštna št. in kraj Ulica in hišna številka D zgodovina informatike Telefon (stacionarni/mobilni) poslovna informatika D ooslovne storitve Zaposlitev člana oz. člana - pravna oseba r-. Podjetje, organizacija 1 1 informacijske storitve Kontaktna oseba □ komunikacije in omrežja Davčna številka 1 softver Poštna št. in kraj Ulica in hišna številka Telefon D upravna informatika Faks □ geoinformatika E-pošta □ izobraževanje podpis kraj, datum Pošto društva želim prejemati na domači naslov / v službo. 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Dunftja* 102 narodna in UNIVERZITETNA KNJIŽNICA n 433 7482008 /b, 4 B Uvodnik Razprave Jurgen Willems, Joachim Van den Bergh, Friederike Schroder-Pander, Dirk Deschoolmeester Ixploratory data analysis on the relation betuveen Business Process •rkntation and Organizational Change .^Mpkrinjar, Tomislav Hernaus, Mojca Indihar Štemberger WMMe procesne usmerjenosti in ključni izzivi za prihodnost v in na Hrvaškem Mtoohnjec, Aleš Groznik, Matej Hohnjec Šest sigma v finančnem sektorju Mateja Kunstelj, Mirko Vintar Zadovoljstvo s storitvami klicnega centra za pomoč uporabni državnega portala e-Uprava g Poročila nje in standardi ISSN 131A-1AA2