Sustainable Enterprise Performance : A Comprehensive Evaluation Method.

Cover -- Half-Title Page -- Title Page -- Copyright Page -- Contents -- Foreword -- No measures without excess -- Acknowledgments -- Introduction -- Part 1: A Global Framework for the Governance Process and Indicators of Sustainable Performance -- 1. The Governance Process -- 1.1. Enterprise governance -- 1.2. Strategic business development -- 1.2.1. The global environment -- 1.2.2. Stakeholders -- 1.2.3. The structuring forces of companies -- 1.2.4. Strategic analysis -- 1.2.5. Actors -- 1.3. Taking into account corporate social responsibility: the governance process -- 1.3.1. CSR: a sustainable performance lever for enterprises -- 1.3.2. Companies are more and more concerned -- 1.3.3. The challenge of CSR for enterprises -- 1.3.4. The opportunities of CSR for enterprises -- 1.4. Translation of strategic objectives at the level of operational processes -- 1.4.1. Management by processes -- 1.4.2. Projects for improvement and resource mobilization -- 1.4.3. Human resource, skill and talent management -- 1.5. Monitoring objective achievement and risk control -- 1.5.1. The "balanced scorecard" -- 1.5.2. Risk mapping and the COSO framework -- 1.5.3. Compliance -- 1.6. The role of decision-makers in the governance process -- 1.6.1. Executives: what are they for? -- 1.6.2. The Executive -- 1.7. Case studies: assessing the maturity of the governance process -- 1.7.1. Gexpertise Group: assessing the maturity of the governance process without CSR -- 1.7.2. L'Oréal: assessing the maturity of the governance process with CSR -- 2. The Process of Creating Product Offerings -- 2.1. Introduction -- 2.2. The business' economic environment and its ecosystem or "humus" -- 2.2.1. Innovation and start-up -- 2.2.2. Economic intelligence -- 2.2.3. Strategic marketing (or "upstream" marketing) -- 2.3. Exploitation of the business' key assets or "roots".

2.3.1. Identification and evaluation of competencies and key assets: use a methodology -- 2.3.2. The value of informational assets -- 2.4. Best practice in operations involved in the process or the "trunk" -- 2.4.1. Product design: defining the product offering -- 2.4.2. The business model -- 2.4.3. Industrialization -- 2.4.4. Start of production -- 2.4.5. Launch on the market -- 2.4.6. Appraisal -- 2.4.7. Best practice in executing the process of creating product offerings -- 2.5. Case study: assessing the maturity of the offer creation process -- 2.5.1. Safran Group -- 2.6. Indicators of the performance of the offer creation process -- 3. The Process of Product and Service Production -- 3.1. The strategic importance of the "supply chain" within digital development -- 3.2. Description of the "supply chain" process -- 3.3. Good practices and performance indicators for operations involved in the production process -- 3.3.1. Result indicators -- 3.3.2. Activity indicators -- 3.4. The economic performance of the processes -- 3.4.1. ABB-ABC-ABM: a management tool to help make decisions under certain conditions -- 3.4.2. ABB-ABC-ABM: the logical sequence of implementation (ABB, then ABC, and then ABM) -- 3.4.3. Using ABB-ABC-ABM as a tool for "operational management control" -- 3.4.4. Approach to implementation and traps to avoid -- 3.4.5. Links with processes -- 3.5. The big picture of performance in the "supply chain" process -- 3.6. Case study: assessing the maturity of the supply chain process -- 3.6.1. Air France -- Part 2: Focus on Medium- to Long-term Performance Levers -- 4. Digital Transformation -- 4.1. The importance of managing issues concerning the "digital transformation" -- 4.1.1. How can we digitize while accounting for field realities? -- 4.1.2. How does the enterprise integrate changes in its environment into its organization?.

4.1.3. What impacts do decisions have on the environment and stakeholders? -- 4.1.4. What measures are taken to ensure that offers conform to customers' emotions and expectations? -- 4.1.5. How can we measure the operational performance of different lines of products and services? -- 4.2. The importance of monitoring digital developments -- 4.3. Artificial intelligence and robotization -- 4.4. Case study: assessing the maturity of digital transformation -- 4.4.1. Lise Charmel -- 5. Enterprise Culture -- 5.1. The importance of enterprise culture for performance -- 5.1.1. New criteria for enterprise performance -- 5.1.2. A key factor in performance -- 5.1.3. Can an enterprise's culture stifle progress and innovation? -- 5.1.4. Enterprise culture: a sustainable resource and a competitive advantage -- 5.2. Case study: assessing the maturity of enterprise culture -- 5.2.1. H30 -- 6. Ethics and Compliance -- 6.1. The importance of ethics and compliance issues for performance -- 6.2. Case study: assessing the maturity of ethics and compliance aspects -- 6.2.1. iXBlue -- 7. Brand Image and Reputation -- 7.1. The importance of brand image and reputation management for performance -- 7.1.1. Brand image -- 7.1.2. Brand image measurement criteria -- 7.1.3. Anticipation analysis -- 7.1.4. Reputation -- 7.1.5. Means -- 7.1.6. Communicating values -- 7.1.7. The enterprise's attractiveness -- 7.1.8. Brand image deterioration -- 7.1.9. Rumors and e-reputation -- 7.1.10. Performance and sustainability -- 7.1.11. Conclusion -- 7.2. Case study: assessing the maturity of brand image management -- 7.2.1. L'Oréal -- 8. Lean Management -- 8.1. The importance of "Lean management" concepts for performance -- 8.1.1. Toyota: the birthplace of Lean management -- 8.1.2. Exceptional performance through original practices -- 8.2. Measures of Lean performance.

8.3. Lean management in the IT industry or IT departments of enterprises -- 8.3.1. The problems inherent in traditional computer systems -- 8.3.2. The best practices of Lean IT -- 8.4. Lean management in the service industries -- 8.5. What is a "Lean start-up"? -- 8.5.1. The motivation for performance in a Lean start-up -- 8.6. Conclusion -- 8.7. Case study: assessing the maturity of Lean management practices -- Appendix: The Evaluation Questionnaire and Trends Observed -- A.1. The maturity evaluation questionnaire -- A.2. Trends observed in French enterprises -- Glossary -- References -- Index -- Other titles from iSTE in Innovation, Entrepreneurship and Management -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.