East Coast hoạt động châu Âu hoạt động West Coast hoạt động châu Á hoạt động World Wide Trụ sở chính-Mỹ Trung ương Repository dữ liệu thuế toàn cầu công nghiệp Bắc Mỹ bán lẻ quốc tế bán lẻ châu Á bán lẻ châu Âu bán lẻ | 148 Exhibit Optimized Data Flow Process Submitting Sites Reduced to Regional Operations Global Legal and Management Consolidation Application Management Customers of Data Source Chris Muccio INTEGRATING DATA FLOW PROCESS WITH THE BUSINESS 149 Exhibit Schematic of the Data Flow Dynamic Role of Discipline process. If processes govern systems technology information systems then discipline governs processes. Exhibit illustrates this aspect of the data flow dynamic. Oddly enough many strategists will create effective processes while discounting the role of discipline. Doing this equates to passing laws and neglecting to enforce them. Given the small or relatively simple nature of the data flow dynamic in many small and emerging businesses strict adherence to codified steps and procedures may not be an issue. However as the business evolves and processes become more complex the culture of discipline will either galvanize a process or severely degrade it. An example of discipline in the finance organization is the scripted manner in which a clerk inputs an invoice or transaction into the data system. Discipline also applies at the top of the organization. Bypassing key decision makers managers and posing extraordinary information requests to clerks is a breakdown in discipline often committed by higher-level executives and business owners. The case of Passalla Industries illustrates the disruption and inefficiencies bred by lack of discipline at the top. Victor Passalla s ad hoc information requests of low-level employees not only distracts the finance organization from its day-to-day tasks but results in incorrect data passed on for official purposes. Staffers who do not completely understand information requests may react with answers that are both inappropriate and misleading. Victor s lack of knowledge of the data flow process is dangerous in that he may not be querying the correct personnel or asking the right questions in the first place. .
