David Shaner on Why Fast Change Often Fails

Jonathan Kraft's picture

APQC was lucky enough to talk to David Shaner about his book ‘The Seven Arts of Change’ and specifically about how his ‘Golden Rule’ can help in leading change in an organization.  David will be the keynote speaker at APQC’s 2014 Process Conference on October 13-15.

Tale of Two PMOs (Infographic)

Holly Lyke-Ho-Gland's picture

Project management offices (PMOs) are moving beyond typical project management activities, and are now providing more strategic insights and services that support enterprise-wide initiatives. In order to more fully understand the role PMOs are playing within their organizations, APQC conducted a survey to understand the key characteristics necessary to provide strategic support. This infographic explores the differences between large revenue organizations (greater than $20B) and small revenue organizations (less than $100M).

David Shaner explains why Organizational Change needs a Golden Rule

Jonathan Kraft's picture

APQC was lucky enough to talk to David Shaner about his book ‘The Seven Arts of Change’ and specifically about how his ‘Golden Rule’ can help lead change in an organization.  David will be the keynote speaker at APQC’s 2014 Process Conference on October 13-15.

 

How to Get People to Focus on Process and Not Results

Jonathan Kraft's picture

C. Jackson Grayson is the Founder and Executive Chairman of APQC.  I interviewed Jack about why companies struggle to improve process, resist change, and how to get people to focus on process and not outcomes.  

Jack will be a presenter at the 2014 APQC Process Improvement Conference October 16-17.

If You Don’t Have These Big Q Enablers You are in Trouble

Jay Mankad's picture

Big Q and little q are terms discussed by Dr. Juran and is key in fully understanding the significance of quality, and how to achieve World Class premier and sustainable Quality.

 

Stop Focusing on Process Model Rules and Focus on Results

Holly Lyke-Ho-Gland's picture

I was able to talk to Ronald G. Ross Co-Founder & Principal, Business Rule Solutions, LLC and
Executive Editor, Business Rules Journal, about how to build a better business process model and why having too many rules can be a problem.

What is the main reason people still focus on making traditional process models?

5 Reasons Your Process Improvement is Likely to Fail

Jonathan Kraft's picture

Harold Strawbridge, Director of Innovation of Inglis talks about the keys to building the right kind of process map such as asking the right questions, finding the right people to do it, and keeping people engaged in process improvement.  Harold will be a presenter at the 2014 APQC Process Improvement Conference October 16-17.

You can find Harold on Twitter @strawbridge3rd.

Taking Agile Beyond Software Development (Infographic)

Holly Lyke-Ho-Gland's picture

Though Agile’s roots are in software development organizations, changes in the business environment (e.g., growing power of customer, rapid pace of technology, and shorter business cycles) are driving organizations to look at additional ways to apply Agile. Components of Agile’s methodology (e.g., customer collaboration, rapid production, and flexibility) allow organizations to address many of the changes in the business environment. This infographic explores some of the key characteristics of Agile that can be applied to other functions like project management or marketing.

4 Strategy Execution Mistakes Companies Make When Benchmarking

Holly Lyke-Ho-Gland's picture

Mitchell Weisberg, Managing Director of Lumen, Inc. talks about solving the most common challenges to getting and keeping your organization on the path to high performance when benchmarking.

Does Your Business Process Model Have Too Many Rules?

Jonathan Kraft's picture

I was able to talk to Ronald G. Ross Co-Founder & Principal, Business Rule Solutions, LLC and Executive Editor, Business Rules Journal Business Rules Journal, about how to build a better business process model and why having too many rules can be a problem.

What is the main reason people still focus on making traditional process models?
We’ve turned so quickly into a knowledge economy that many people simply haven’t adjusted. You naturally try to stay in your comfort zone when the world around you is abuzz with change.