Essay on The Globalization of Wyeth - 2592 Words

Executive Summary From 1997 to 2004, Wyeth went from being a multinational company to becoming a globalized company. The biggest shift? Their Information Technology department. They went from 22 people spread over the world to more than 1,800 people and half a billion dollars of the Wyeth budget. For many years Wyeth was a Laissez-Faire holding company with many locations throughout the world that did not interact or communication with each other. Over the next 8 years, with the help of the Information Technology department, Wyeth became a globalized pharmaceutical company with centralized information that created new efficiency in an increasingly competitive market. The end result was a positive one but it was not an easy road†¦show more content†¦Corporate Wyeth had very little knowledge about storage space or production levels at the various locations. The local firms never shared ideas for success with each other because there was little incentive or benefit to the individual lo cations. The laissez-faire, only concerned about the bottom dollar, holding company was going to need to establish formal control mechanisms to become better with global inventory. The next stage was to have Research and Development up and running. Wyeth being able to manage the product from origination is a valuable step to protecting margins, licensing agreements and global growth. This was a problem at the local level however for the individual managers. The local managers were mainly used to local activities. They would order and produce at local levels and there was an uneasy adjustment to get local managers to think on a global level. Last, but certainly not least, is the growth and expansion of information technology. To aid in the communication between locations and to gain understanding of processes on a global level, the Information Technology division was going to need to be a larger part of the company. Part of this growth was going to be the purchase of new technology and part was a reconfiguration of how products were offered and packaging was designed. Wyeth was already a multinational company so they understood there would be problems goingShow MoreRelatedOrganizational Structure in the Pharmaceuticals Industry Essay1210 Words   |  5 Pagestypes of differentiation within each company: horizontal differentiation, vertical differentiation, and spatial differentiation. This high level of differentiation results in a very complex organizational structure (Nelson amp; Quick, 2011). Globalization presents significant challenges to all organizations that operate in many different countries. 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Indeed, thisRead MoreMgt/Swot Analysis2198 Words   |  9 Pagesand which distinguish it from its competitors are size, marketing, research and development, financial resources and sales. There are benefits from economies of scale such as, expendable cash flow. The purchase of large companies like Pharmacia and Wyeth along with smaller alliances and mergers between companies like King pharmaceutical and Synbiotic, over the past 11 years, has given Pfizer an even larger product line, in addition to increasing profit margins. This has also strengthened product presenceRead MoreStrategic Analysis of the Pharmaceutical Industry1929 Words   |  8 PagesDragan KesiÄ Ã¢Ë†â€" Received: 28. 2. 2007 Case study Accepted: 9. 7. 2008 UDC 65.01:615 The world pharmaceutical industry has been changing profoundly in the last decade. Intensive globalization, increased competitiveness and the fight for global market shares create new challenges for pharmaceutical companies. Fast globalization definitively reinforces the consolidation of the world pharmaceutical industry. Alliancing in forms of mergers and acquisitions prevail more and more as a strategic orientationRead MoreEli Lilly in India3134 Words   |  13 Pagesbecome one of the leading pharmaceutical companies in the United States, and by 1992 its products were being manufactured and distributed throughout 25 countries with sales in over 130 countries. In Eli Lilly’s effort to further implement its globalization strategy into India, Eli Lilly entered into a joint venture with Ranbaxy Laboratories Ltd., an established pharmaceutical firm in India which was started as a family business in 1960. The two companies joined in 1992 to form the Eli Lilly-RanbaxyRead MoreOu tsourcing : Outsourcing And Outsourcing1840 Words   |  8 PagesOutsourcing is very prevalent and can be seen everywhere. There are many examples of outsourcing like firms outsource basic services like dining, janitorial, payroll, and retirement fund management, medical, and customer care operations. For example, Wyeth Pharmaceuticals outsourced its clinical-testing operation to Accenture Ltd. in 2004 (Engardio, Arndt, Foust, 2006). Even the local city and state government also outsources services like infrastructure to build roads, toll booths, and health careRead MorePfizer to Acquire Protalix10020 Words   |  41 Pages started mainly in the year 2000 and on. Pfizer increased its global presence through the acquisitions of Warner-Lambert (2000), Pharmacia (2002) and additionally, through strategic partnerships and acquisitions of diversified businesses, such as Wyeth (2009) and King Pharma (2010). Pfizer solidified its place as one of the most diversified companies in the glo bal health care industry, as it worked its way up the global ranking list by way of internal growth and development, acquisitions, the licensingRead MoreProblems Facing the Pharmaceutical Industry and Approaches to Ensure Long Term Viability14741 Words   |  59 Pagesinvestors and analysts are very often quick to reward or punish companies based on their ability to deliver on their pre-merger or pre reorganization promises. A perfect example of this was the difference in early evaluation between the Pfizer and Wyeth vs. the Merck and Schering Plough mergers. In the February 17th 2010 issue of FiercePharma Tracy Stanton wrote: Not only have analysts predicted solid growth for the new Merck, but have been praising management for its discipline and commitment

Aes-Telasi Power Trip or Power Play - 1131 Words

AES- Telasi: Power Trip or Power Play? The state of Georgia’s geographic location provides resources, in particular hydroelectric power sources advantageous to their economic well-being. For this reason this post- communist state attracted the attention of AES, a multinational U.S. energy firm. More specifically, it caught the eye of Michael Scholey, a prospective investor and manager for AES. However, Georgia’s impoverished state and rampant corruption throughout the nation made the restructuring of Telasi difficult for Scholey. AES’s western laissez-faire management style and organizational structure did not work due to Georgia’s past sour relationships with suppliers that were fueled by unpaid debts, theft and corruption. AES’s,†¦show more content†¦Although Scholey’s attempt to incur profits through the AEG-Telasi operation was highly aggressive and in many ways courageous and revered, the risks in this operation were too high. Unfortunately, both the political and economic risks in this operation surfaced towards the first four years of the 21st century for this company. The consistent political battles that Scholey initiated with events such as shutting down power to the Ministry of State Security, national televeision, and even President Shevardnadze’s bodyguards certainly drew significant consequences. (Wharton, 14) This leads us to another political risk, dissatisfaction from the domestic government. Since corruption has become an integral part of income for government officials, the attempted halt of such embezzlement within such a large electricity company drew further political opponents, which put company employees in constant attention and danger. AES’s attempt to lace Telasi into its larger goal of globalizing its multi-national enterprise and revenues was too ambitious. The risks came from all angles, and politically it was obvious. In its first two years of operation, its costs already exceeded its ten-year proposed

Consultant Organisation Named As Kidscan †Myassignmenthelp.Com

Question: Discuss About The Consultant Organisation Named As Kidscan? Answer: Introducation KidsCan is a charitable trust which is was founded in 2005 in Greenhithe, Aukland, New Zealand. Founder of KidsCan Not for profit organisation was Julie Chapman who prefers to help the kids of New Zealand living in poverty ("Meet the board", 2017). People who live life at the 60% or below the median wage in New Zealand are considered to be a people living in below the poverty line. There are varieties of programs which are organized by Julie so as to collect the funding for its charitable trust which helps in fulfilling the basic needs of the children living in the country. The charitable trust of Julie provides food, socks, shoes, and raincoats. The organisation has served approximately 46,000 disadvantaged children of New Zealand and is still helping them to manage their lives and fulfil the basic requirements in a proper way (De Francesco Orsini, 2016). Purpose and Aims The main aim of KidsCan is to deliver a healthy life to the children who are facing issues in managing their day to day life. The organisation works for the purpose of removing poverty by providing an appropriate set of help to the children who are living on the edge of poverty (Bush, 2014). One of the main objectives of KidsCan is to meet the physical and nutritional needs of the kids who are less fortunate than others so that they can focus more on their education and could gain a better chance to manage their future and make it more efficient and brighter. Governance Structure and Organisational Structure According to the governance organisations working in the field of charity or are working for not for profit should consider several sets of principles. It is mandatory that all the not for profit organisations working in New Zealand should follow the basic principles so that the decorum of the market could remain maintained and appropriate set of services could be provided to the people in need (Legett, Pritchett, Elwood Madden, Phillips-Lander Elwood Madden, 2017). Fiduciary Principle: According to the principle it is necessary that the organisations should remain interested in providing series of benefits to the people who are in need. According to the fiduciary principle it is necessary that the organisation should ensure to manage the trust, faith belief, truth, confidence, independence, probity, honesty, diligence, duty of loyalty and duty of care so that appropriate set of help could be provided to the people who do not have effective set of support so as to manage their future and expenses (McGauran Offer, 2015). A Certain set of responsibilities are set by the governance for the boards. It is important that all the boards should play all the roles and responsibilities according to the governance these responsibilities are: It is important that all the organisations should follow the Companies Act 1993 and the associated case law and industry self-regulations. Some of the responsibilities which are required to be followed by all the directors are: It is required that they should act in the good faith (Lohmann, 2007) It is required that the best interest of the companies should be protected It is required that the board should exercise his or her powers for the purpose of resolving the issues of the people in need. It is required to exercise the care, skills and diligence Organisational Structure The organizational structure includes Bill Birnie who is a trustee of the organisation, he is a Chairman and Managing Director of private equity of the firm named as Birnie Capital Limited. Bill manages all the charity related works of KidsCan (Jordan, 2007). Julie Chapman is the CEO and Trustee of the company who is a co founder of KidsCan and has a 10 year of experience in not for profit organisation. Julie Chapman has the aim of providing most effective and relevant set of support to the disadvantaged kids living in New Zealand. Nigel Hampton QC who is a trustee of KidsCan. Nigel is an LL. B graduated from Canterbury University and is being awarded by Gold Medal for the top graduate of the year. All the law related issues and procedures are being handled by Nigel for which he ensures that the regulatory decorum of the organisation could remain maintained (Darroch Adamson, 2016). Glenda Hughes is a trustee who is a National Championship shot put record holder. Glenda was a Commonwealth Games Representative and a holder of four New Zealand power lifting records. Glenda works towards to provide an effective set of support to KidsCan and provide her valuable time in helping the disadvantaged kids (J du Plessis, 2015). John Kensington is the last trustee who is attached with KidsCan charitable trust. John has the audit experience who has handled many of the clients which include banking and finance, television and pharmaceuticals. John ensures to manage all the financial transactions of the organisation and remain indulged in the auditing practices. Service Offerings KidsCan is an organisation which is indulged in the services of providing basic help to the disadvantaged kids. The organisation is working towards to provide basic living facilities to the Kiwi Kids so that they can manage their living and move towards to better and bright future. Competitiveness in the Market KidsCan requires funding so as to deliver appropriate set of services to the kids living in New Zealand (Kitchen, 2011). There is a huge number of not for profit organisations working in the market of New Zealand. These organisations create huge competition for KidsCan as it faces issues in availing appropriate set of funds. Hence, it is required that the organisation should sell some or the other profits so as to avail proper set of funds with the effect of which relevant set of support is being provided by the company to the disadvantaged kids. This was the overview of the company in which almost all set of information was collected. Developing the content related with Kids Can there were a certain set of issues which were evaluated. It is necessary that all the issues should be taken into consideration and a relevant set of the solution should be provided. This will help in providing an effective set of direction to the directors and trustees of KidsCan so that they can continue with providing an appropriate set of services to the kids in need ("Meet the board", 2017). Three Key Areas Of Kidscan KidsCan is a charitable trust which is working towards to provide an appropriate and relevant set of support to the disadvantaged kids living in New Zealand (Boyle, Donald, Dean, Conrad Mutch, 2007). It is necessary that these key areas should be focused upon by the organisations so that it could attain success in providing smooth as well as an effective set of services to the kids living in New Zealand. Hence, the key areas towards which KidsCan is working are: Providing an appropriate set of service and support to the disadvantaged kids living in New Zealand Managing stakeholders relationships so that more people could get attracted towards the trust and provide their support, so that kids can help the children and fulfil its objective (Shams, 2012). Ensuring that the organizational capacity, collaboration and changes could be managed in an appropriate way so that it could provide continuous services to the disadvantaged kids living in New Zealand. These are the three key areas on which KidsCan is working so that it could provide continuous services to the disadvantaged kids of New Zealand. Working towards to manage all the key areas will help KidsCan in managing the things in a better way and will help the same in attaining success in obtaining all the targeted objectives developed by the trustees and director of the organisation (De Francesco Orsini, 2016). Critical Issues Competition among the not for profit organisations is increasing day by day as there are various organisations which are entering and trying to avail funds (Ryan Irvine, 2012). There are many of the organisations which are indulged in the fraudulent activities as they are attracting the funders so as to avail funding to them. These funds are not used in providing support to the people in need rather they use the fund for their own personal usage. This type of fraudulent activity is causing an issue for the organisations like KidsCan as they are not getting the sophisticated amount of the funding with the help of which they can avail proper and appropriate set of support services to the kids. There are a certain set of organisations which are affecting the trust of the entire Not for Profit organisations and are affecting their goodwill in the market (Ramanath, 2014). Hence, this is one of the issues which are being faced by KidsCan which is also hindering in the service delivery of the same. It is being evaluated that the New Zealanders can tend to take a reductionist approach which is affecting the market of KidsCan and is hindering in the service providing process of the company. In this situation, it is becoming hard for KidsCan in spreading the positive approach which is hindering the progress of the organisation in the market. Plan and budget are other issues which are being faced by KidsCan in delivering appropriate set of services to the kids. The organisation does not have an appropriate set of plans and budget with the effect of which the organisation could provide an effective set of services to the disadvantaged kids living in New Zealand (Jegers, 2011). The organisation is facing issues in maintaining stability and creating a culture of efficiency. It is necessary that stability should be brought with the effect of which relevant set of services could be provided by the organisation to the kids living in New Zealand. On the other hand creating a cultural efficiency will help in building trust among the kids living in New Zealand. These are certain set of issues which are faced by KidsCan while working in the market and providing services to the kids living in the country. In this situation, it has become important that the organisation should use appropriate theories to provide a relevant and appropriate set of services to the disadvantaged kids of New Zealand (Bush, 2014). Theories And Models Applicable Theory suggests that the organisations working in the competitive market should have applied leadership approach. It is necessary that the organisation should lead the market rather than follow the people available in the same. It is necessary that authentic leadership should be applied to the market. Authentic leadership is the leadership which includes transparency and transformational approaches. It is necessary that objectives and intentions of the organisation should be developed which are morally good. These types of activities help in influencing the organizational culture and helps in attracting people towards the same (Legett, Pritchett, Elwood Madden, Phillips-Lander Elwood Madden, 2017). There are several sets of relationships which could be characterized which is being followed by the leaders these relationships are: Transparency is one of the aspects which are required to be maintained. It is important that the loyal clients of the organisation should collaborate and the contribution of KidsCan should be shown. This will help the users in developing the understanding of the contribution they are making in the welfare program and will help them in getting motivated towards KidsCan. Guidance towards worthy objectives should be there (Robinson, 2012) It is required that the organisation should keep the emphasis on the follower's development John Kotters 8 Step Process for Leading Change According to John Kotter, there are 8 aspects which are required to be followed by an organisation indulged in the competitive market. These aspects are; Create a sense of urgency Build a Guiding Coalition Form a Strategic Vision and Initiatives Enlist a Volunteer Army Enable action by removing barriers Generate short term wins Sustain Acceleration Institute change These are the 8 aspects which are required to be followed by the organisations so as to manage the change. These key aspects will help in managing the change at every level of the organisation and will provide a relevant set of support in delivering quality services to the target population (Hirsch, 2012). Conclusion Understanding the market in which KidsCan is working and evaluating all the aspects related to the organisation it could be concluded that KidsCan is the organisation which is appreciably doing a great job for the disadvantaged kids (McGauran Offer, 2015). With the help of the report, it could be evaluated that there are various aspects which are required to be focused upon by the organisation as the competition is increasing and the productivity and availability of the funds are getting affected. Hence, there are a various set of aspects which could be recommended to the KidsCan following which will help the organisation in moving on the path of success and sustainability. It could be recommended that the organisation should apply leadership theory at the workplace and should ensure that it could maintain the transparency in the market. Doing so will help KidsCan in building trust among the client available in the market (Levasseur, 2012). It is also recommended that KidsCan should apply John Kotters model as it will help the same in managing the change in an effective way. It is necessary that the change could be managed in an appropriate way so it is required that Kotters 8 step model should be applied in the workplace and future changes could be managed in an appropriate way. It is required that the motivational approach should be applied by the organisation so as to manage the things and motivate the employees working in the workplace. Motivating the employees will help the organisation in attaining sustainability (Lohmann, 2007). It is necessary that proper set of strategies should be developed by the organisation so that assurance could be made that the same will be able to provide smooth and subtle services to the target population and will be able to create a sustainable future for the disadvantaged kids References Boyle, F., Donald, M., Dean, J., Conrad, S., Mutch, A. (2007). Mental health promotion and non-profit health organisations.Health Social Care In The Community,15(6), 553-560. Bush, T. (2014). Applying distributed leadership across contexts.Educational Management Administration Leadership,42(5), 601-602. Darroch, J., Adamson, C. (2016). Companion animals and disasters: The role of Human Services Organisations.Aotearoa New Zealand Social Work,28(4), 100. De Francesco, D., Orsini, C. (2016). Il Ruolo Delle Istituzioni Non Profit Nelle Province a Maggiore Fragilitt Occupazionale (The Role of Non-Profit Organisations in Areas Affected by Employment Fragility).SSRN Electronic Journal, 45-47. Hirsch, E. (2012). Charity to Charity.Philosophy And Phenomenological Research,86(2), 435-442. J du Plessis, A. (2015). Suggestion System as an HRM Tool to be Successful in Organisations in New Zealand: Empirical Evidence.INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION,2(9), 29-36. Jegers, M. (2011). ON THE CAPITAL STRUCTURE OF NON-PROFIT ORGANISATIONS: A REPLICATION AND EXTENSION WITH BELGIAN DATA.Financial Accountability Management,27(1), 18-31. Jordan, M. (2007).New Zealand webguide. Wellington, N.Z.: Webguide Partnership. Kitchen, P. (2011). Integrated strategic partnerships between business and not-for-profit organisations: a case study from New Zealand.Strategic Direction,27(2), 5-15. Legett, C., Pritchett, B., Elwood Madden, A., Phillips-Lander, C., Elwood Madden, M. (2017). Jarosite dissolution rates in perchlorate brine.Icarus,32(1), 23-27. Levasseur, K. (2012). In the name of charity: Institutional support for and resistance to redefining the meaning of charity in Canada.Canadian Public Administration,55(2), 181-202. Lohmann, R. (2007). Charity, Philanthropy, Public Service, or Enterprise: What Are the Big Questions of Nonprofit Management Today?.Public Administration Review,67(3), 437-444. McGauran, J., Offer, J. (2015). A Philosophy of Charity and the Debates over the English and Irish Poor Laws in the 1830s.Social Policy Administration,51(5), 719-737. Meet the board. (2017).KidsCan. Retrieved 12 September 2017, from https://www.kidscan.org.nz/about-us/meet-the-board Ramanath, R. (2014). Capacity for public service delivery: a cross-case analysis of ten small faith-related non-profit organisations.Voluntary Sector Review,5(1), 3-27. Robinson, L. (2012). Putting the Charity Back into Charity Singles: Charity Singles in Britain 19841995.Contemporary British History,26(3), 405-425. Ryan, C., Irvine, H. (2012). Accountability Beyond the Headlines: Why Not-for-profit Organisations Need to Communicate Their Own Expenditure Stories.Australian Accounting Review,22(4), 353-370. Shams, A. (2012). Towards a quantification model: the accountability of the for-profit and non-profit organisations in the High Mountains of Sinai Peninsula.International Journal Of Tourism Anthropology,2(3), 185.

Marketing and Communicating BPM Free-Samples- Myassignmenthelp

Question: Discuss about the Business Process Management (BPM). Answer: Marketing and Communicating BPM In any business undertaking, any new initiative to be rolled out must consider some key factors that will enable stakeholders to understand the entire process accurately and exhaustively. Therefore, proper communication must be put in place to enable complete comprehension of the process and to avoid future malfunctions of the system. According to Swan, the majority of business people are not process-oriented. They rely a lot on experience, which is repeated severally even if the process is a faulty one. Marketing entails putting the BPM into a way in which it is easier to comprehend (Zairi and Sinclair, 1995). It is noted that at the beginning it was difficult for employees to accept using ARIS because they could not properly understand the BPM. This made the team to devise a more friendly language to explain the aspects and concepts about BPM. According to Debra Boykin, they have put strategies to speak to the business units in a language that everybody is able to understand. He sa ys that it is important to put the business models together and in a manner each and everyone understands (BPM CBOK, 2013). Since the BPM involves the entire IT aspects, which may sometimes pose difficulties in understanding, it needs proper orientation and explanation in order to be successful. The aspects of IT are needed in the business process units in order for some processes to be accomplished. Therefore, it is important to incorporate and interface IT solutions with other processes in the project by experts who can explain everything accurately and efficiently to the non-professionals to understand. It is important that those assigned projects are professionals and experts in that project being undertaken (Al-Mashri, 2002). Implementation of BPM The implementation of the BPM model at Coors is aimed at driving job design, training and developing strategies that would ensure a smooth running of the business. The project looks at the expandability that will rise the companys brewing capacity (van der Aalst, 2004). The business requested the BPM team to come up with the scope of the business enterprise with the help of the enterprise model. The BPM was successful in analyzing project at the Coors Company. The team summarized by noting that the process involved executing the supply chain at level 0 and then sourcing materials and services at level 1. The majority of the processes were developed from scratch. The main aim of the BPM team was the identification of the scope of the Coors Brewing Company as a business. The BPM team was involved in modeling 42 main areas of concern. The first step was to come up with a process model that encompasses responsibilities, systems, types, time, and frequency (Coulson-Thomas, 1995). The project time lasted for six months with the BPM consultant and experts working round the clock on the models that are meant to be tried in the business. The second step involved creating a custom ARIS report in Microsoft Excel to indicate activity through the roles and function attributes. This makes it easy for employees to learn and understand different attributes by just putting commands on the IT device. The third step involves analyzing data. This entails documentation of data by the IT department. It is important that the models used are analyzed and operators are assigned each task with allocated time for completing each task (Seethamraju, 2012). Timing is necessary for the tasks done because each task must be completed within a specified time. Businesses are required to take the challenge of estimating the time they use in solving the problems and that they use in doing the actual tasks. Though the tasks may pose a challenge to employees, it is important to identify the c hallenges and look for their solutions if possible. However, it is quite difficult to anticipate the problems that will occur along the way during the execution of the project. The BPM Team used the data and information they gathered to determine the number of workers it would require to manage the firm. Consequently, the next thing to undertake is developing the organizational design. The planning and training of operators are based on the process models including the instructions and directions should be derived from the models. The project to be undertaken should demonstrate the value they have added to the companys product. The future of Coors Brewing Company depends on the process models. The process models are used to support input to plants and design people that would run the operations of the firm. The engineers applied the models to design and come up with appropriate IT equipment. The system of IT is one that may need software for automation; therefore, experts may need to link all the required design models including codes. The work of the team made it easier for Shenandoah to have a language that is in line with strategic business models and st andards (Mahmoodzadeh, Jalalinia and Nekui Yazdi, 2009). Process monitoring via dashboards The team carried out a pilot study in which they were able to discover that one of the plants in Coors firm had a long turnaround time that could be improved. Furthermore, a dashboard contains such items like dimensions and average downtime, turnaround time, and lag time. The technology encompasses the flow of the actual processes and displays it in graphics where the team can analyze the flow against the actual flow to identify the flaws and check the compliance of the process (Wysocki, 2004). This technology is called the ARIS PPM technology. It has the ability to identify the person who initiated the activity. Managers to identify whether an employee is adequately skilled to do the work he is assigned, or whether the employee requires training to carry out the responsibility can use the information obtained. During piloting, the team discovered some flaws, that when corrected, would relieve the company in terms of expenditure. If the data is incorrectly entered, there may be inacc uracies and inconsistencies in the work orders that would result in malfunction of the system (van der Aalst, 2012). The PPM pilot only used the SAP data but other data that captures duration may be incorporated. Process analysis for staffing During the time the SAP was in the process of implementation, the management of Coors was laying off a number of employees. The BPM team learned of the same in a meeting they had with the staff. The team went ahead to intercept the job titles and positions of those people who were to be laid off. The team intervened by explaining to the Human Resource Manager the importance of all the employees in the firm. It was important to have the employees during the modeling process because some tasks had to be carried out by all departmental holders (Weske, 2012). Thus, the SAP modeling revealed that all the employees are needed during the process, so they had to be retained for BPM process to be successful. Six Sigma It is noted that the Six Sigma has no place in BPM at Coors because it does not apply in handling large scale business operations. It is only strong in specific undertakings, and more so applied in measuring results. However, the BPM work with small units of the business, implementing them to help identify how to measure the human performance, they do not refer to this as Six Sigma. References Al-Mashari, M. (2002). Business process management major challenges. Business Process Management Journal, 8(5). BPM CBOK. (2013). 1st ed. Lexington, KY: ABPMP. Coulson-Thomas, C. (1995). Business process re-engineering and teleworking. Business Process Management Journal, 1(2), pp.47-57. Mahmoodzadeh, E., Jalalinia, S. and Nekui Yazdi, F. (2009). A business process outsourcing framework based on business process management and knowledge management. Business Process Management Journal, 15(6), pp.845-864. Seethamraju, R. (2012). Business process management: a missing link in business education. Business Process Management Journal, 18(3), pp.532-547. van der Aalst, W. (2004). Business process management: a personal view. Business Process Management Journal, 10(2). van der Aalst, W. (2012). Business process management: a personal view. Business Process Management Journal, 10(2). Weske, M. (2012). Business process management. 1st ed. Heidelberg: Springer. Wysocki, R. (2004). Project management process improvement. 1st ed. Boston: Artech House. Zairi, M. and Sinclair, D. (1995). Business process re-engineering and process management: A surveyof current practice and future trends in integrated management. Business Process Management Journal, 1(1), pp.8-30.