Cette thèse vise à proposer de nouvelles méthodes pour transformer les processus de la relation client. Elle entreprend de répondre aux défis que la révolution servicielle et digitale pose dans ce domaine aux démarches d’Excellence Opérationnelle inspirées du Lean management. La thèse postule que la conceptualisation dualiste de l’activité productive constitue la cause racine des difficultés que ces méthodes rencontrent actuellement ; elle cherche dans le pragmatisme et sa perspective non dualiste le développement de nouvelles approches. Pour ce faire, la thèse prend pour objet et propose la réécriture d’un manuel de formation à l’Excellence Opérationnelle. Elle confronte les instructions de ce manuel à l’expérience d’une intervention de transformation d’un processus client dans une société d’assurances. Elle mobilise les concepts pragmatistes pour instruire la critique du processus opérationnel existant et générer des solutions de remplacement. Le dispositif de recherche fait intervenir un praticien chercheur qui combine analyse documentaire, écoute non directive des clients, observation et analyse du travail des conseillers de la relation client et enquête coopérative avec les opérateurs pour faire émerger de nouvelles pratiques. Les trois articles de la thèse couvrent trois étapes existantes ou à introduire d’un projet d’Excellence Opérationnelle et concernent 1) la prise en compte de la complexité de la demande client 2) la définition du périmètre du processus client 3) l’équipement du conseiller client pour construire le sens des situations. / The aim of this dissertation is to propose new methods to transform the customer relationship process. It sets out to address challenges which the digital and service revolution pose to the measures for operational excellence inspired by Lean management. The dissertation assumes that the dualistic conceptualization of production activities is the root-cause of the difficulties faced by Lean management in the recent period. It therefore looks towards pragmatism and its non-dualistic perspective for the creation of new approaches. For this purpose, the dissertation holds, as subject and proposal, the rewriting of a training manual on operational excellence. This study tests the effectiveness of this training manual in the work of transforming a customer process in an insurance company. It adopts pragmatic concepts to carry out a critical assessment of the existing status and offers alternative solution proposals. The applied research device involves a practitioner-researcher who combines record analysis, non-directive listening of customers, observation and analysis of the work done by customer relation counsellors and a cooperative investigation with operators for the setting-up of new practices. The dissertation is divided into three parts that cover three existing or proposed steps in an operational excellence project. They include: 1) taking into account the complexity of the customer demand 2) identifying the scope of the customer process 3) equipping the customer counsellor in the understanding of issues.

This study’s purpose is to give recommendations on how the purchasing process, specifically the Source-to-Contract (S2C) process, can be reengineered by evaluating areas of improvement inspired by Lean and digitalization. To fulfill the purpose, a five-step framework of business process reengineering (BPR) and its methodology was developed, of which this thesis primarily covers the last three steps. The data collection process was based on a total of 19 interviews with three tactical purchasers at the case study company (CSC), three managers from large manufacturing organizations (LMOs), and extracted data from the CSC’s ERP-system. In the third step of BPR, the most crucial areas for improvement for the CSC and LMOs in the S2C-process were identified by Lean and digitalization. These areas were: lack of sharing the right information at the right time, poor integration of systems, a shortfall of internal transparency, an inefficient request for quotation (RFQ) software, and an absence of working proactively. Based on the most crucial areas for improvement, best practices in the S2C-process could be derived from the interviews conducted with the CSC and LMOs. In the fourth step of BPR, short- and long-term solutions are proposed regarding the most crucial areas for improvement. Finally, in the fifth step of BPR, recommendations are given on measuring the effectiveness and efficiency of the S2C-process based on the proposed solutions recommended in BPR step four. This study aims to suggest practical implications for LMOs on how the developed five-step framework of the BPR methodology can be utilized, especially the third step, to analyze and potentially reengineer its S2C-process. Additionally, the study gives insights on how the most crucial improvement areas could potentially be solved by LMOs in order for them to be considered best practice. Currently, there is considerable literature covering theoretical parts of BPR. However, the literature lacks guidelines on practically executing each step in the BPR methodology that this study partially aims to fulfill. This study is delimited to one part of the purchasing process, the S2C-process, and briefly covers the Procure-to-Pay process as the process had to be considered before changes were recommended. / Syftet med den här studien är att ge rekommendationer kring hur inköpsprocessen, specifikt Source-to-Contract kan omstruktureras genom att utvärdera förbättringsområden inspirerade av Lean och digitalisering. För att uppnå syftet utvecklades en femstegsmodell av Business Process Reengineering (BPR), där studien primärt täcker de tre sista stegen. Datainsamlingen baserades på totalt 19 genomförda intervjuer med tre stycken taktiska inköpare vid fallstudieföretaget, tre inköpschefer från stora tillverkande organisationer och extraherade data från fallstudieföretagets ERP-system. I det tredje steget av BPR-metoden identifierades de viktigaste förbättringsområdena för fallstudieföretaget och stora tillverkande organisationer med hjälp av Lean och digitalisering. De viktigaste områdena var: en brist på att dela rätt information vid rätt tillfälle, en avsaknad av systemintegration, en brist på intern transparens, ett ineffektivt program för att skicka offertförfrågningar och en brist på att arbeta proaktivt. Baserat på de viktigaste identifierade förbättringsområdena från intervjuerna med fallstudieföretaget och stora tillverkande organisationer gav det upphov till vad som kan anses best practice i S2C-processen. I det fjärde steget av BPR-metoden föreslås kort- och långsiktiga lösningar för de viktigaste förbättringsområdena. I det femte steget, ges rekommendationer kring hur effektiviteten i S2C-processen kan fortsätta mätas baserat på lösningsförslagen givna i det fjärde steget av BPR-metoden. Studien ämnar till att ge stora tillverkande organisationer praktiska insikter i hur femstegsmodellen BPR kan används, primärt det tredje steget, för att analysera och så småningom omstrukturera sin S2C-process. För närvarande finns det betydande litteratur som omfattar teoretiska delar av BPR. Litteraturen saknar däremot riktlinjer för hur man praktiskt genomför varje steg i BPR-metoden som denna studie delvis ämnar till att uppfylla. Denna studie avgränsas till en del av inköpsprocessen, S2C-processen men täcker även delar av Procure-to-Pay processen då det var nödvändigt att överväga processen innan rekommendationer kunde ges.

This study investigates to what extent "e"-communication is used successfully by Zimbabwean commercial banks. The study was done using the literature survey method and the questionnaire. The closed and open-ended questionnaires used for gathering data were administered personally by the researcher leading to 99% return rate of questionnaires. The major conclusions from this study are that "e"-communication is widely adopted by the commercial banks in Zimbabwe, examples being the use of email, statement enquiries or bill payment services. Recommendations drawn from this research are that commercial banks' top management should be committed to the establishment of more effective information systems programmes and invest substantially more in Information Technology to meet the demanding needs and expectations of customers. The study could be replicated in other sectors of business in order to strengthen the reliability and validity of the results revealed here. / Financial Accounting / M. Com. (Accounting)

Since the late eighties, BPR has established itself as one of the attractive radical change management option for coping and adapting to the new competitive market environment and become popular both in the public and private organisations throughout the world . Cognizant of this fact, all Ethiopian public (government owned) institutions including the public financial institutions have embarked on large-scale change projects since 2004 in which Business process re-engineering(BPR) is a central element . This research examined whether implementation of Business Process Reengineering (BPR) projects have improved operational performance of the selected case public commercial banks in Ethiopia by collecting and analyzing both quantitative and qualitative comprehensive data set, using mixed research approach through questionnaires, interviews, observations and review of secondary sources of information. The operational performance measures utilized in this study are cost reduction, speed of service delivery, service quality, customer satisfaction as well as innovation. A total of 837 (84% response rate) questionnaires were returned from respondents of the selected branches and head offices. In addition, in-depth interviews were conducted with eight senior managers of the respective banks, who were also members of their respective banks reform team and were involved in the design and implementation of BPR. The third method that was used to collect qualitative data was personal observation of the selected bank branches in order to measure the speed of service delivery and convenience of the waiting places. The researcher measured the service delivery time of selected busy bank branches for five consecutive days, for half an hour spent in each branch. This study found that the introduction of BPR in the case banks was met with mixed reactions from employees and some managers. The main achievements of BPR were: service delivery time reduced dramatically as a result of the new process redesign and introduction of information and communication technology services(introduction of e-banking); introducing a single customer contact point through employee empowerment to make all the necessary decisions at that point of contact which resulted in improving the satisfaction of employees and customers. The challenge was that resistance from employees and some managers (labelled the initiative as “Blood pressure raiser” due to their assumptions it will result in employee lay off or the change brings increased workloads for some remaining employees without compatible rewards following the new process redesign. The study also revealed that telecom infrastructure and power interruption considered as main problem areas in providing banking services efficiently and effectively through branch net workings. The researcher recommends that for a better BPR design and implementation as well as sustainability of improvement gains in the banking sector, a forum should be established to discuss and share good practices and technology in the banking sector ; establish strong change management offices to continuously assist and monitor results; and continuously involve and communicate key stakeholders in the design and implementation of change initiatives. / Business Management / D.B.L.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Modern companies need to compete on a global level to obtain sufficient capital from investors. That is why it is becoming increasingly important for companies to concentrate particularly on fulfilling the expectations of the investment community. With this in mind, companies have begun to optimise their operational business processes in order to gain a greater degree of efficiency and in doing so greater security. This movement started in the early nineties with intensive Business Process Reengineering (BPR) exercises. A key enabler for increased efficiency through Business Process Reengineering was the infrastructure provided by the development of integrated software packages called Enterprise Resource Planning (ERP) systems. BPR exercises are normally part and parcel of an ERP implementation project. After the implementation of an ERP system in any business, management will also be in a vastly better position to control the business operations through better information delivery. Most companies are still controlled and managed on the basis of historical financial figures such as profit. Traditional financial statements are increasingly being viewed with distrust due to the perceived ease with which they can be manipulated. As many investors value companies and their performance on the basis of expected "future free cash flows" (excess cash after investment in all positive NPV projects), many companies are now switching from profit-based management to the more comprehensive Value Based Management principles, that takes this into account. A key enabler of the Value Based Management approach is the development of a Balanced Scorecard (BSC) that contains the measures whereby the business should be controlled and measured. With the BSC, a business strategy is translated into a strategic measurement system that focuses on more than just the traditional financial aspects by including measures in other areas of a business, such as customer satisfaction or internal efficiencies. In the BSC financial view the primary indicator of business success is Economic Value Created (EVe). Eve is a true indicator of shareholder wealth created and takes the cost of capital into account. EVC performance becomes the ultimate barometer of business success. Value Based Management companies that invested heavily in the implementation of ERP systems want a good return but normally don't know how best to achieve this. They are wondering how to best make use of the wealth of information that is suddenly at their disposal. In driving shareholder value they are faced by the following questions: • How to translate investor expectations into business strategy and how to link this strategy to day to day operations. • How to use the acquired ERP system in support of this Value Based Management approach to enable maximum return on the investment. In this study project a real South African company, XX Automotive (fictitious name), that recently implemented SAP R/3 as an ERP system is covered as an example to illustrate how these questions can be answered. In Part I, this study project begins by describing all the elements and basic principles of a Value Based Management System such as a Balanced Scorecard (BSC) with EVC as prime measure. Part II illustrates how the XX Automotive financial strategy is translated into a Balanced Scorecard with Economic Value Created (EVC) as main financial measure and how these defined measures were represented by SAP reports that were specifically developed for this purpose. The Balanced Scorecard represented by the SAP reports serves only as a one way measurement system. The next critical step is to determine how to influence the results. The information that populates the SAP reports in XX Automotive's Balanced Scorecard is generated all over the business by the end users in their respective departments. The influence on EVC through business actions by these individual units is discussed in depth as it provides the keys that illustrate how the value of EVC can be impacted positive or negatively by each. Giving individuals the power to influence EVC through incentive schemes is crucial for long term success. It is illustrated how improving EVC became the new business focus at XX Automotive and how each individual employee can visually see his role in influencing the outcome. Meeting the value-based "Expected EVC Improvement" targets will generate target level bonus payments. Each XX Automotive employee is encouraged to think and act like an owner because he is going to be paid like one. / AFRIKAANSE OPSOMMING: Moderne maatskappye moet op globale skaal kompeteer vir genoegsame kapitaal vanaf beleggers. Daarom word dit al hoe meer belangrik vir maatskappye om te konsentreer daarop om aan die verwagtinge van die beleggers gemeenskap te voldoen. Met dit in gedagte, het maatskappye begin om hulle operasionele besigheidsprossesse te optimeer om sodoende 'n beter vlak van effektiwiteit te bereik en daardeur groter sekuriteit aangaande hul eie voorbestaan te verseker. Hierdie beweging het in die negentigerjare begin met intensiewe besigheidsherontwerp, die sogenaamde 'Business Process Reengineering' (BPR) oefeninge. 'n Belangrike katalisator vir verbeterde effektiwiteit deur BPR is die infrastruktuur wat voorsien is deur die ontwikkeling van geintegreerde besigheidssagtewarepakkette nl. 'Enterprise Resource Planning' (ERP) stelsels. Met 'n ERP implementeringsprojek word gewoonlik intensiewe BPR gedoen. Nadat 'n ERP pakket geimplimenteer is behoort bestuur ook in 'n baie beter posisie te wees om besigheidsoperasies te beheer deur die verbeterde inligting verkry uit die ERP sagteware. Dit word ook duidelik dat die meerderheid van maatskappye steeds beheer en bestuur word op die basis van historiese finansiële maatstawwe soos wins in die inkomstestaat. Weens die feit dat baie beleggers maatskappye waardeer op grond van hul sogenaamde "future free cash flows" (oorblywende kontant na investering in alle NPV positiewe projekte), skakel maatskappye oor van 'n winsgebaseerdebestuurstelsel na die meer omvattende' Value Based Management' stelsel, waarvan 'Economic Value Created' (EVC) die hoofkomponent is. 'n Belangrike skakel in die 'Value Based Management' initiatief is die ontwikkeling van 'n 'Balanced Scorecard', 'n bestuurskonsep waarin die maatstawwe opgesluit lê waarmee die besigheid beheer en bestuur moet word. 'Value Based Management' gedrewe maatskappye wat groot investerings gemaak het in die implementering van ERP sagteware wil 'n goeie opbrengs op die belegging hê maar weet gewoonlik nie wat die beste manier is om dit te doen nie. Hulle wonder hoe om die maksimum voordeel te trek uit die skatkis van besigheidsinligting wat skielik tot hulle beskikking is. In 'n strewe om beleggers waarde te verbeter kom hulle voor die volgende vraagstukke te staan: • Hoe om beleggers verwagtinge om te skakel in besigheids strategie en hoe om hierdie strategie te skakel met daaglikse besigheids operasies. • Hoe om die ERP stelsel te gebruik ter ondersteuning van die 'Value Based Management' prinsiep om die maksimum opbrengs op belegging te kry. In hierdie studieprojek word 'n Suid Afrikaanse maatskappy, XX Automotive (fiktiewe naam), gedek wat onlangs SAP R/3 as 'n ERP stelsel geimplimenteer het as 'n voorbeeld gebruik om te illustreer hoe hierdie vrae in die praktyk beantwoord kan word. In Deel I van hierdie studieprojek word al die elemente en basiese beginsels van die 'Value Based Management' sisteem bespreek. Deel II illustreer hoe die XX Automotive finansiële strategie omgesit is in 'n 'Balanced Scorecard' met Economic Value Created (EVC) as die hoof maatstaf en hoe al die finansiële maatstawwe in die Balanced Scorecard deur middel van SAP verslae, wat spesifiek vir hierdie doel ontwikkel is, weergegee word. Die 'Balanced Scorecard', soos voorgestel deur die verslae in SAP, vorm net 'n metings instrument. Wat van groter belang is, is om te bepaal hoe die resultate beinvloed kan word. Die bestuursinligting waaruit die SAP verslae in die XX Automotive 'Balanced Scorecard' bestaan word gevorm deur die besigheidseindgebruiker op die SAP stelsel elke keer wanneer 'n besigheidstransaksie uitgevoer word. Die invloed op EVC deur individuele besigheidseenhede word in diepte bespreek aangesien dit deurslaggewend is ter illustrasie van hoe die EVC waarde positief of negatief geraak word deur hul besigheids aksies. Om individue die mag te gee om die waarde van EVC te beinvloed deur middel van 'n aansporingstelsel is kritiek vir lang termyn sukses. Elke XX Automotive werknemer word aangespoor deur 'n bonus stelsel om soos 'n aandeelhouer op te tree aangesien hy soos een vergoed sal word.

An organization’s information technology (IT) infrastructure capability is increasinglyrealized as a critical part to business effectiveness and efficiency. IT infrastructure servicesare particularly important for organizations looking to deploy business processes indeveloping markets. There has also been an interest from many small and medium sizedorganizations whose core business is not in IT to outsource and manage these servicesthrough third party service providers. However there is a need to create an understanding forthese organizations to deploy the right infrastructure services in order to enable easierimplementation or reengineering of the business process. There has been little researchfocusing on the patterns of the IT infrastructure capabilities in the small and medium sizedorganizations in the developing markets.The research aims for a comprehensive coverage by analyzing the requirements in thedeveloping markets and proposing a selection model for the organizations to choose ITservice provider in case they decide to outsource the infrastructure services. The effect of theIT infrastructure services on the business process implementation is presented with anemphasis on the boundary crossing services. Using empirical case study, the research analysesa firm in developing markets and compares it against four strategically similar organizationsfrom different industries. Data collection was primarily qualitative and ably supported bysecondary data.The requirements in developing markets reflect the same as in mature markets. The pricing isseen to play a major role in the selection of the service providers with service security notvery much organization’s priority. The number of boundary crossing services effectivelyenables information sharing and control. These services are the drivers in simplifying thebusiness process implementation. The findings have implications for both business andtechnical managers in regard to planning the IT strategy in the long term and developingappropriate infrastructure according to the process needs. / Program: Magisterutbildning i informatik

The theme of the diploma thesis deals with the description and improvement of business process inside of the service company. The Goal is to formalize current state of business processes in the Czech division of international hardware producer and provide overall view on the processes for the company management. In the first section there is a company profile described by organisation chart, strategy, SWOT analysis and brief description of the internal information system. The middle part contains descriptive tables and Event-driven process chains of three main processes and their subprocesses. In the all processes there are identified few weaknesses that are the base for the last section. The final part suggests specific improvements to the weaknesses. It is author's proposals for solving difficulties inside of the processes. In conclusion all of the plans are grouped by every single role in the process.

<p>When implementing an Enterprise Resource Planning (ERP) system, the system has to be adapted to the organisation. But just as important, the business processes of the organisation have to be reengineered in order to take full advantage of the ERP system. Noblessa Sverige AB, which is a sales company to the German kitchen producer Nobilia, has been growing remarkably since the start 2001 and has begun discussing an ERP system purchase. The order process of today has reached the limit of its capacity and something has to be done in order to meet the increasing sales volume.</p><p>The purpose of this master’s thesis is to analyse and reengineer the order process as a preparation for an ERP system implementation. The outcome of this thesis is a suggestion of a process model of the order process, which also can be used as a foundation for a requirements specification for the ERP system purchase. In order to take advantage of the benefits of the existing order process, the reengineering starts with mapping the current process.</p><p>Noblessa Sverige AB is a company that is growing and changing from one day to another. Changes have arisen during the writing of this thesis which has made the work even more interesting and challenging. The most important change is the opening of a central warehouse in Norrköping, which has been taken in consideration when we designed the new process model.</p><p>After mapping and achieving an understanding of the current order process, we found a few things that could be improved. Above all, there exist many manual tasks that can be automated with the ERP system. Furthermore, there are tasks that should be moved from one department or function to another because it is more suitable to perform them there. We also found that Noblessa Sverige AB should improve the integration and cooperation with its suppliers, especially Nobilia. Nobilia is the main owner and main supplier of Noblessa Sverige AB, the conditions for cooperation are therefore very good.</p>

<p>AB Svenska Spel är ett statligt ägt monopolföretag som levererar spel och lotter till det svenska samhället. I detta examensarbete har AB Svenska Spel och dess avdelning ombudsekonomi verkat som fallföretag. Avdelningen, vilken är placerad vid huvudkontoret i Visby, valdes ut då ekonomichefen deklarerade att deras arbetssätt upplevdes ineffektivt av medarbetarna.</p><p>Examensarbetet inleddes med en förstudie där olika förbättringsområden inom avdelningen identifierades, där ett beslut sedan fattads att två av dessa områden som skulle vara i fokus i examensarbetet. De delar i avdelningen som skulle granskas var kreditbevakning samt arbetsflödet och de interna överlämningarna. Gemensamt för de identifierade förbättringsområdena var att dessa kunde ses som symtom på att avdelningen inte arbetade systematiskt med kvalitetsutveckling eller med en tydlig verksamhetsstyrning. Detta innebar i praktiken att avdelningens övergripande ramverk, riktlinjer och målstyrning helt saknades.</p><p>Vad avdelningens funktion och syfte var, hur medarbetarna bidrog till resterande organisation eller hur de bidrog externt till det svenska samhället kunde inte redogöras för. Inte heller någon dokumenterad information om detta återfanns och var inte uttalad. Medarbetarna kunde vidare inte redogöra för hur avdelningens interna arbetsmoment och arbetsuppgifter tillsammans bidrog till en enhetlig avdelning som gemensamt arbetade mot samma riktning. Följaktligen arbetades ett övergripande ramverk fram för avdelningen genom att insamlat material har kombinerats med existerande teorier om verksamhetsstyrning, till exempel offensiv kvalitetsutveckling och processkartläggning.</p><p>För att skapa en helhet har avdelningens uppdrag och huvudprocess identifierats och sedan brutits ned i nya riktlinjer och arbetsdokument som rör kreditbedömningarna och på så sätt har arbetet konkritiserats och effektiviserats. Resultatet är att en röd tråd skapats mellan AB Svenska Spels övergripande vision och målbild och avdelningen ombudsekonomi genom att en anpassad affärsidé och vision skapats vilken är en förlängning på ett formulerat uppdrag. För att ytterligare konkritisera hur avdelningen kan styras samt hur mätning och nyckeltal kan användas har ett balanserat styrkort skapats. Vidare har resultatet med examensarbetet bidragit till att systematiska angreppssätt presenteras för att främja analys och ständiga förbättringar. Genom att anpassa hörnstensmodellen till avdelningen har nya värdegrunder skapats som ska verka som en stabil grund för långsiktigt hållbart arbete.</p><p>Då examensarbetet inte inkluderar att resultatet som presenteras i denna rapport implementeras på avdelningen eller kan påvisa en reell effekthämtning har en åtgärdsplan och förslag till fortsatt arbete tagits fram och överlämnats till avdelningschefen. Detta ska möjliggöra att det systematiska arbetssättet fortskrider, förbättras ytterligare och det förändrade tankesättet bibehålls.</p> / <p>AB Svenska Spel is a state-owned company that delivers games and lottery to the Swedish society. In this essay, Svenska Spel and its unit ombudsekonomi acted as a case company. The unit, which is located at the Headquarters in Visby, was selected when the Chief Financial Officer declared that the employees felt that their workflow was ineffective and in need of change. Ombudsekonomi is part of the Finance Department and works with the company's establishment process for new customers, accounts receivable and management of the company's collection of debts.</p><p>This essay began with a pre-study which intended to identify areas of improvement within the department, which then would form the basis for this essay. The pre-study pointed out several  primarily, development of the unit's credit surveillance, head process and workflow, as well as internal handovers.</p><p>Common for all identified areas was that the unit didn ́t plan their work systematically or with total quality management, which is to be seen as a symptom of the lack of overall framework, policies and well-defined goals. The employees couldn ́t describe the function and purpose of the unit, or how they contributed to Svenska Spels organization or to the Swedish society. Neither could they express how the unit's internal actions and tasks together contributed to the common cause or how to work together to reach it, and we couldn't find any (for the unit) defined goals, vivion or overall assignment.</p><p>Therefore, a general framework was put together combining theories of total quality management and processes, mapping with the official strategies, vision and goals that were found in the Svenska Spel annual report. To enable this, information was collected, modified and reformulated to fit the unit's work situation. A mission, vision and strategy was made and new processes were established. This, together with new guidelines and documents for work practices, should make it possible for all the emplyees to work against the same goal in an effective and rationalized way that creates more value for the unit.</p><p>The result of this essay is the creation of a main thread from Svenska Spels overall existing framework down to the unit's work, as well as a new defined goal. To illustrate how this work can be implemented in different perspectives, a balance scorecard has been created including suggestions for measurement and key performance indicators. Furthermore, the result of this essay contributes to the unit's systematic approach to promote the analysis and continuous improvement based on fundamental proposed values.</p><p>However, this project does not include implementation of the results and is therefore not going to ensure the outcomes. An action and application plan for further work will be handed over to the unit's Team Leader. This ensure that the systematic work approach progress, is further improved and that the proposed mind set is maintained.</p>

Large multinational consulting organizations have rapidly expanded during the 90s. A central phenomenon in these organizations are formalized methods for carrying out consulting processes. Under the heading of "knowledge management" consulting organizations deploy extensive resources into the development and maintenance of detailed methods and tools. In parallel, some skepticism exists both in the research literature and among practitioners (clients and consultants) about the value of applying methods as guides for action in the complex and multifaceted consulting process.This thesis aims at understanding why methods are used in management consulting and how they are used. This is achieved by an investigation of the roles of methods within 1) the consultant's work with the client in the consulting project, 2) the consultant's individual problem solving and 3) the consulting company's knowledge system.Seven roles for methods are identified. A common denominator underlying these roles is the method's ability to provide a common language to those involved in the consulting process. This language supports reality creation, persuasion and legitimization, and knowledge exchange. / <p>Diss. Stockholm : Handelshögskolan, 1999. Spikblad saknas</p>