Sustainable Enterprise Performance

Sustainable Enterprise Performance details a method for evaluating an enterprise's readiness and progress toward sustainable performance through a comprehensive set of qualitative and quantitative indicators. These indicators cover enterprise strategy for meeting both the impact of the enterprise within the framework of corporate social responsibility and the expectations of stakeholders, evolving and monitoring the product and service offerings and business processes. The second half of the book focuses more closely on fundamental determinants of performance, such as digital transformation and artificial intelligence, corporate culture, ethics and compliance, branding and e-reputation and best-practice Lean management, and provides practical measures against which companies may assess the maturity of their sustainable performance.

Autorentext

Jean-Louis Leignel is currently a partner in the management consulting firms MAGE Conseil and Upside. Previously, he was Director of Planning and Management Control at the French multinational LVMH, Director of Information Systems at Schneider Electric, Associate Partner at Deloitte France and Vice-President of ISACA.

Emmanuel Ménager, founding member of the French professional association ProcessWay, is President of the management consultancy Exproperf. Previously, he was a management software analyst at CXP, and was responsible for launching integrated information systems to optimize business processes at IDS Scheer then Software AG.

Serge Yablonsky is a chartered accountant and a certified IT auditor (CISA, CRISC, CGEIT). After beginning his career at PWC, he is now Honorary Chairman of AFAI, the French chapter of ISACA, and currently heads SYC Consultants.

Inhalt

Foreword xi

Acknowledgements xiii

Introduction xv

Part 1: A Global Framework for the Governance Process and Indicators of Sustainable Performance 1

Chapter 1. The Governance Process 3

1.1. Enterprise governance 3

1.2. Strategic business development 8

1.2.1. The global environment 8

1.2.2. Stakeholders 14

1.2.3. The structuring forces of companies 16

1.2.4. Strategic analysis 23

1.2.5. Actors 28

1.3. Taking into account corporate social responsibility: the governance process 28

1.3.1. CSR: a sustainable performance lever for enterprises 28

1.3.2. Companies are more and more concerned 30

1.3.3. The challenge of CSR for enterprises 31

1.3.4. The opportunities of CSR for enterprises 33

1.4. Translation of strategic objectives at the level of operational processes 36

1.4.1. Management by processes 36

1.4.2. Projects for improvement and resource mobilization 40

1.4.3. Human resource, skill and talent management 43

1.5. Monitoring objective achievement and risk control 44

1.5.1. The balanced scorecard 44

1.5.2. Risk mapping and the COSO framework 47

1.5.3. Compliance 51

1.6. The role of decision-makers in the governance process 52

1.6.1. Executives: what are they for? 53

1.6.2. The Executive 54

1.7. Case studies: assessing the maturity of the governance process 58

1.7.1. Gexpertise Group: assessing the maturity of the governance process without CSR 58

1.7.2. L'Oréal: assessing the maturity of the governance process with CSR 62

Chapter 2. The Process of Creating Product Offerings 67

2.1. Introduction 67

2.2. The business' economic environment and its ecosystem or humus 73

2.2.1. Innovation and start-up 75

2.2.2. Economic intelligence 78

2.2.3. Strategic marketing (or upstream marketing) 80

2.3. Exploitation of the business' key assets or roots 83

2.3.1. Identification and evaluation of competencies and key assets: use a methodology 85

2.3.2. The value of informational assets 88

2.4. Best practice in operations involved in the process or the trunk 90

2.4.1. Product design: defining the product offering 93

2.4.2. The business model 94

2.4.3. Industrialization 96

2.4.4. Start of production 100

2.4.5. Launch on the market 101

2.4.6. Appraisal 103

2.4.7. Best practice in executing the process of creating product offerings 103

2.5. Case study: assessing the maturity of the offer creation process 105

2.5.1. Safran Group 105

2.6. Indicators of the performance of the offer creation process 109

Chapter 3. The Process of Product and Service Production 111

3.1. The strategic importance of the supply chain within digital development 111

3.2. Description of the supply chain process 113

3.3. Good practices and performance indicators for operations involved in the production process 115

3.3.1. Result indicators 117

3.3.2. Activity indicators 118

3.4. The economic performance of the processes 120

3.4.1. ABBABCABM: a management tool to help make decisions under certain conditions 120

3.4.2. ABBABCABM: the logical sequence of implementation (ABB, then ABC, and then ABM) 121

3.4.3. Using ABBABCABM as a tool for operational management control 124

3.4.4. Approach to implementation and traps to avoid 125

3.4.5. Links with processes 127

3.5. The big picture of performance in the supply chain process 129

3.6. Case study: assessing the maturity of the supply chain process 131

3.6.1. Air France 131

Part 2: Focus on Medium- to Long-term Performance Levers 135

Chapter 4. Digital Transformation 137 4.1. The importance ...