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.

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.

4 Things Smart Leaders Are Doing to Grow STEM Expertise in Logistics (Infographic)

Andrea Stroud's picture

There are many emerging and continuing trends around talent management that are impacting the transportation and logistics sector. Due to a retiring workforce there is a need to place qualified talent into the increasing number of jobs becoming available in the logistics and transportation industries. 

11 Ways to Kickstart Better Leadership

Sue Lam's picture

Organizations today are experiencing a leadership deficit. In recent years, surveys have revealed that CEOs fear a shortage of leaders across the globe will impede their plans for growth. Yet business press and business research show the leadership deficit is continuing unabated. However, some organizations have managed to buck this trend and are effectively developing leaders within their organizations. APQC conducted a best-practices study with several organizations that are best-practice in training and developing leaders. These five organizations are:

Want Better HR Performance? Start Using HR Metrics

Sue Lam's picture

The use of HR metrics is becoming increasingly common. However, some organizations may be hesitant to adopt using a standard set of metrics for measuring HR performance because of the fear of increased costs; organizations understand that money and resources are required for implementing standard metrics because it takes time to develop and implement the measurement system and train employees. Some organizations may not be able to build a business case for these costs in the short term unless using the metrics is associated with lower costs in the long run.

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.

 

How Special Forces Can Help Save Process Improvement Initiatives

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Jonathan Kraft's picture

I recently spoke to Carla Wolfe, Senior Business Analyst at Elevations Credit Union, about how Elevations Credit transformed organizational BPM performance by focusing on engagement, validation, and deploying ‘Special Forces’.

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

You can follow Elevations Credit Union @elevationscu.

Benchmarking Basics: Know the Rules of the Game

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Ron Webb's picture

Working with benchmarking organizations affords me a view of some of the mistakes organizations regularly make, as well as the things that make them successful. One of the basic mistakes I see organization make is not adhering to some foundational benchmarking principles or rules. This doesn’t happen out of malice; it mainly occurs because organizations focus on the data and information they want to collect and ignore aspects of the benchmarking process. This isn’t a new issue by any means, either.

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?