Developing a systems engineering management model for use by Eskom Enterprises in order to gain a competitive advantage

A case is presented as to why the Eskom Enterprises (EE) needs to undergo a major transformation in order to fit a systems engineering model into their business processes. An overview is given of the previous structure of the organization and the measures that have been taken so far to improve its competitive advantage in the face of globalization. According to feasibility study, there is a general consensus for developing systems engineering (SE) of holistic approach. This was done as follows: By proposing a framework whereby systems engineering can be integrated into the business environment, strategy and processes of the enterprise. By analysing and understanding the different systems management approaches and systems thinking processes upon which an engineering-oriented enterprise depends. By identifying the customer base, the competitive environment and the specific needs of the enterprise. There is an application of the concept of a business process "view" to evaluate and control an enterprise. This is done in order to harmonize the values of the customer with the values of the service provider and to ultimately establish an integrated value management framework. This is an effective way for transformation that EE finds itself in a change process from a traditional customer to an installed new customer capitalism base. A thorough market and technology analysis and knowledge of customer requirements are essential to meet required deliverables, and to generate value and therefore profit. At the heart of these changes is the realization by people of the enterprise that projects engineering strives for consistency and competitive advantages.