Next, organizations and employees were assigned to the processes. And lastly, technology tools were identified to support the strategy, processes, and people. These activities frequently occurred concurrently, with no coordination of effort. This business model does not work in today's complex business environment. In a period of rapid innovation and discontinuous change, there is no time to stop, negotiate, and re-set direction.
Business happens at the moment, driven by demanding customers and obliging competitors.
For example, process re-engineering has uncovered competitive advantages that demand new strategies. Empowered employees have redefined the scope of individual responsibilities and business processes. Achieving maximum advantage in any one area requires focused decision-making in all four areas. This change in business decision-making has had a profound impact on Unisys. In December 1998, Unisys Financial Services organized a consulting group composed of senior-level financial services industry consultants.