Case 1: How process enterprises really work The article How process enterprises really work explains the necessity of moving from traditional business structures to process enterprises. The authors mention success stories of companies like IBM, Duke Power, Texas Instruments and Owens Corning and explain how the companies have benefited by redesigning their organizations around their core processes. But only integrating activities within the core processes is not enough as seen in the case of Texas instruments calculator business. The management structure has to change to support the integrated processes. Process owners and Unit Managers need to work in coordination to make process enterprise model a success. Standardizing all the processes might not work for all the organizations. An organization should take into account the process diversity required for serving different types of customers and keeping them satisfied. There are certain challenges in shifting from a traditional business to a process enterprise, but the long term benefits makes the change worth the effort. The authors suggest a new approach to leadership, performance measurement, compensation, infrastructure, facilities, training and career path for changing a company from a traditionally run organization to a process enterprise. While transitioning from a traditional organization to a process enterprise the organization should also ensure that the new processes can be re-designed in future based on customer demands and market changes. No two businesses can have the same process-based organization design. However, main characteristics of the process-based organization can be applied in any company. Our learning from the case study is that organizations should standardize as many processes as possible without losing their ability to meet the diverse customer demands in order to reap long-term benefits

1: Some of the processes in JPMorgan Chase Treasury services are Liquidity solutions, Foreign exchange payment solutions and Electronic payables2: In Treasury services there are many applications that are used within each process for different markets and regions. For e.g. there are almost ten applications for the foreign exchange payment systems alone. The teams are defined based on the applications and are scattered across different locations. All the applications can be integrated and migrated to one system. 3: For most processes we would establish process standardization as it would enhance operational efficiency and also streamline the process.Pros: The turnaround time for each process will be reduced. The best practices from each team can be taken and applied to the process as a whole. The team members will get a chance to gain knowledge on other systems.Cons: The employees may find the process monotonous over a period of time and may not be motivated enough to work efficiently.

4: Measurement: The percentage of the clients requests being met without any errors would be the ideal measurement.Compensation: The compensation of the employees will be dependent on the performance of the process as a whole rather than the business units. Incentives will be given to the employees based on their contribution to the organization apart from their daily duties (innovative ideas for increasing efficiency, mitigating risk, showing leadership abilities, etc.)Facilities: Employees who are at different locations (cities, countries) but within the same process will be given access to tele-presence and conferencing facilities to interact with each and work in synchronization.Training and Development: All the employees from each process will be trained on the other markets and regions within the same process. They will be given an opportunity to widen their portfolio.Career paths: Employees will be given the chance to understand the end-to-end flow of the process as a whole rather than just the region or market they were previously catering to. The levels of hierarchy will be reduced.Team 5