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.

The Top Driver of Innovation Performance (Infographic)

Becky Partida's picture

Organizations that are successful at product or service innovation have worked to make this a critical capability within the enterprise. These organizations have recognized that innovation done right can lead to a competitive advantage within their markets. Organizations looking to achieve similar success with innovation often need a starting point.

How to Build a Business Case for Dynamic Financial Planning and Forecasting (Infographic)

Elizabeth Kaigh's picture

Financial forecasting and resource planning can be challenging under any circumstances, but today there is more demand from operating managers for forward-looking, driver-based analysis and scenario testing. APQC has found early indications that CFOs and controllers want to strengthen financial planning and analysis (FP&A) capabilities, thereby making FP&A more dynamic.

How Financial Shared Services Can Reduce FTE Numbers

Mary Driscoll's picture

I recently spoke with Brad DeMent and Trey Robinson, partners in ScottMadden’s Corporate & Shared Services practice, about the benefits, challenges, and future of financial shared services. They will both be joining me for our September 25th Webinar—Finance Shared Services: New Metrics and Best Practices.

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).

Why Are CEOs Using Outdated Leadership Ideas?

Sue Lam's picture

Recently, APQC has been sharing its latest leadership research to shed insight into today's leadership deficit. Today, we share guest blogger Jonathan Verney's take on outdated leadership ideas. Verney is the lead writer and creative strategist at The Corporate Storyteller. Find his thoughts below.

APQC respondents say today’s leadership style is outdated

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.

 

5 Lessons from Walgreen’s Financial Forecasting Blunder

Mary Driscoll's picture

The headline in The Wall Street Journal said: “Walgreen Shakeup Followed Bad Projection.” The buzz in the financial executive community was loud. The CFO at Walgreen Co., Wade Miquelon, had in April of this year told Wall Street that the nation’s largest drugstore chain would generate $8.5 billion in fiscal 2016 pharmacy-unit earnings, based partly on contracts to sell drugs under Medicare’s Part D plans. Three months later, the CFO revised his forecast down by $1.1 billion. What lessons can we gain from blunders in financial forecasting?

5 Weird Terms that Knowledge Management People Use

Mercy Harper's picture

New to knowledge management (KM)? It’s easy to feel lost in the lingo at first; but you’ll learn the ropes quickly, because KM is a structured solution for a problem most of us have faced before: how do we connect people with what they need to know, so that they can do their best work?

For example, I recently moved and had to switch a utility service to my new townhouse. But when the service guys showed up, they started running into problems. Everything seemed in order in the house, so it must have been a problem with the box outside.

Expect More from Benchmarking

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Ron Webb's picture

There are many types of benchmarking, but most organizations continue to focus on what I’ll call “descriptive” benchmarking. This type of benchmarking follows a structured methodology, which is critical to success, but is characterized mainly by collecting data from a group of benchmarking participants and generating comparative or descriptive findings. This approach does not provide the information required to maximize improvement decisions, the data is too direction and not prescriptive. There is a better way.