The Enterprise Transformation Manifesto summarizes the golden rules for improving enterprises, respecting the values and fundamental interests of society. It is aimed at decision-makers and offers them a summary of the main topics that prepare the enterprise of the future. >>
The importance of modeling activities by 6 elevators pitches / The Adepix project (Performance Tree) / Praxeme version 2: work is underway / CEISAR and the Praxeme Institute: shared beliefs. >>
This painting by Raphael was long used as the logo of the Praxeme Institute. It was chosen, of course, for the reference to Ancient Greece and because it evokes the patronage of some of the most brilliant minds of humanity. But we can also find in it a magnificent symbol of the methodology. >>
The Praxeme Institute is a not-for-profit and state-approved association, pursuant to French law (known as July 1901). >>
This “TransOp” diagram superimposes three structures to deal with a critical subject: the continuum between operations and transformation. The agile enterprise must seek better integration between everyday activities (the operations) and transformation activities, which are seen to be more exceptional. >>
The value chain can no longer be simply linear. It has to integrate information gathering, retroactions and transformation decisions. Innovation, enterprise agility and the capacity of an enterprise to quickly adjust itself to a changing environment come at this cost. The value chain becomes “looped”, integrating feedback at all levels of the enterprise and encouraging collaboration. Furthermore, it becomes more complex by mobilizing partners. >>
Praxeme is an enterprise methodology. It can be applied to any organized and voluntary system: organization, information system or technical system. It covers all aspects of these systems: from the culture and values of the enterprise to its infrastructure, via knowledge, the organization and the processes. This interdisciplinary approach answers the need to link specialties together to think the enterprise as a whole and aid in its transformation. >>
Most enterprises and organizations are faced with the same difficulties as regards design and control: whether it concerns how they are run or how they are transformed, their processes or their information systems, the acknowledged complexity everywhere dominates and drives to despair. >>
