Enterprise

How well does your organization respond to changing market conditions, customer needs, and emerging technologies when building software-based products? This practical guide presents Lean and Agile principles and patterns to help you move fast at scale—and demonstrates why and how to apply these paradigms throughout your organization, rather than with just one department or team. Through case studies, you’ll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Discover how Lean focuses on people and teamwork at every level, in contrast to traditional management practices Approach problem-solving experimentally by exploring solutions, testing assumptions, and getting feedback from real users Lead and manage large-scale programs in a way that empowers employees, increases the speed and quality of delivery, and lowers costs Learn how to implement ideas from the DevOps and Lean Startup movements even in complex, regulated environments

This book constitutes the proceedings of the 10th Enterprise Engineering Working Conference, EEWC 2020, which was planned to take place in Bozen-Bolzano, Italy, and had to change to an online event due to the COVID 19 pandemic. The online event took place on September 28, 2020, October 19, 2020, and November 9–10, 2020. EEWC aims at addressing the challenges that modern and complex enterprises are facing in a rapidly changing world. The participants of the working conference share a belief that dealing with these challenges requires rigorous and scientific solutions, focusing on the design and engineering of enterprises. The goal of EEWC is to stimulate interaction between the different stakeholders, scientists as well as practitioners, interested in making Enterprise Engineering a reality. The 8 full papers and 2 short papers presented in this volume were carefully reviewed and selected from 23 submissions. The volume also contains 3 keynote papers in full paper length. The papers were organized in topical sections as follows: formal approaches and modeling; the DEMO modeling language; and enterprise engineering practice.

Social enterprises - real businesses that trade for a social purpose - are a growing phenomena with an increasing role to play in society, but there is widespread confusion and controversy over the definition of the term. This exciting book includes nearly forty interviews with the most influential and experienced social enterprise practitioners, supporters, thinkers and policy makers. In their own words, they discuss their organisations, values and world-changing goals, providing fresh clarity and understanding on the real value of social enterprises. Jargon-free, the book delivers a lively and clear introduction as to what social enterprises are, how they can change individual lives and, by challenging assumptions, may even offer new directions for the future of capitalism. It is a unique guide for aspiring practitioners, students, researchers and public sector staff.

This book explores social innovation and entrepreneurship in China. Focusing on selected social enterprises and processes, it addresses the question of "why China?", not in terms of military, economic or political ambitions, but in the terms of social innovation and welfare policies. The analyses range from detailed ethnography to discussions of broad global trends. Despite vastly improved social conditions in the country, there are still unresolved issues that social enterprises address. The study elaborates on the complexities involved in their positioning between the state and their beneficiaries. Adding to the complexity is China’s dual system of circulation and the moral economy of ethnic minorities. The theoretical foundation of the study is the Durkheimian concept of the social contract. Its content is viewed as comprised of Maussian total social facts or guanxi, a similar Chinese framing, operationalised to particular socio-cultural configurations. The empirical cases document how social enterprises reposition elements in the various configurations in order to mobilise resources from their stakeholders. The book concludes that the discursive topology is altered in the process and the social contract is renewed in culturally meaningful, if paradoxical, ways. This book will be of interest to researchers, students and academics in the fields of business and social entrepreneurship, especially to those with a particular interest in the Chinese case.

A number of public enterprise (PE) executives have long felt the need for a book which would provide necessary information and analysis of various dimensions of PE management and privatisation. The book provides at one place, a precise and authoritative account of the concept, policy, and analysis of major issues confronting PEs. Public ownership per se does not make PE performance sub-optimal. The operation of the Government system, of which PE is a sub-system, has not been conducive to performance. During the last six decades, inadequate political will and vested interests have come in the way of freeing PEs from excessive and throttling controls, and demoralising accountability. Not letting the managers manage with the freedom required in the liberalised and globalised set-up is the problem. The multifarious and complex managerial problems of PEs, which get compounded by faltering moves towards privatisation, cannot be wished away. These have been considered in the book at some length. The book, first published in 1980, continues to be a standard work on the subject. This latest edition has been revised by Dr. R.K.Mishra, Director, Institute of Public Enterprise,Hyderabad.

Featuring a wide geographical scope, this collection of essays surveys enterprise and welfare reforms in all the remaining four Asian communist states: China, Vietnam, Laos and North Korea. Since the collapse of the Soviet Union they can no longer place major reliance upon assistance from other 'fraternal' states and have to devise their own strategies for survival. All have shown a trend towards greater reliance on market forces, though in different ways and to varying degrees. Enterprise management has to adapt to this. In some of them entrepreneurs have become politically and socially acceptable. They may even begin to set trends for social evolution. Yet since state entreprises used to be responsible for all welfare payments to employees and their families, management reforms cannot be separated from those of welfare arrangements. Reducing an enterprise's non-commerical obligations for the sake of greater market efficiency is bound to affect welfare provision. It also reopens the role of official trade unions. How these regimes cope with these conflicting pressures are vital factors in their long-term viability.