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Focus Quality Measures on Value-Added Activities and Core Strategic Objectives

Organizations can measure everything under the sun, but if those measures aren't focused on value-added activities and strategic objectives, the organization may not get the return on investment it desires.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3.4 Establish high-level measures, 1.3 Manage strategic initiatives, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.4 Monitor change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Align Enterprise Quality with Strategic Goals and Initiatives

An organization can take time, effort, and countless resources to create an intricate quality measurement system, but it will never help the business reach its goals unless that measurement system aligns with the ...

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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Best Practices in Strategic Alignment: The Seven Tenets of Process Management

Strategic alignment is the first of APQC's Seven Tenets of Process Management . Learn how to strengthen the links between strategy and how work is performed within your organization.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Strategic Planning, Organization and Management, Process Management  Processes: 1.2.2 Evaluate strategic options to achieve the objectives, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.4 Coordinate and align functional and process strategies, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2.1 Assess connection to other initiatives, 12.4 Manage change, 12.4.2 Design the change 
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Setting Goals for Process Framework Implementation

Implementing a process framework entails much more than the initial design and roll-out. Organizations need to assess their current capabilities related to the framework and set reasonable goals for future success.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Strategic Planning, Organization and Management, Measurement, Measurement, Process Management, Organization Structures  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.5 Identify enterprise core competencies, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.3.2 Evaluate strategic initiatives, 1.3 Manage strategic initiatives, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.4.3.4 Monitor change, 12.4 Manage change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement 
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Summary of Open Standards Benchmarking Measures: Supply Chain Planning

Measures help an organization understand its operational performance relative to internal and external benchmarks (e.g., industry average and top performers).

Type: Key Performance Indicators (KPIs) and Measures  Topics: Strategic Planning, Organization and Management, Supply Chain Management  Processes: 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.0 Deliver Products and Services 
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Losing the Race

APQC's founder and CEO C. Jackson Grayson calls for the United States to wake up and realize that it must increase productivity, not just lower costs, to have a competitive economic future.

Type: Presentations  Topics: Strategic Planning, Organization and Management, Productivity  Processes: 1.1.1 Assess the external environment, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.1.1 Analyze and evaluate competition, 1.1.1.2 Identify economic trends, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy 
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Productivity: The Avenue to a Stronger U.S. Economy

APQC's founder and CEO C. Jackson Grayson discusses the current state of the United States economy, why it evolved into what we have today, and how a focus on productivity could impact the nation's future.

Type: Presentations  Topics: Strategic Planning, Organization and Management, Productivity  Processes: 1.1.1 Assess the external environment, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.1.1 Analyze and evaluate competition, 1.1.1.2 Identify economic trends, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy 
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What Is Productivity?

APQC's founder and CEO C. Jackson Grayson explains how productivity is measured in economic terms and what it means for the competitiveness of nations today.

Type: Presentations  Topics: Strategic Planning, Organization and Management, Productivity  Processes: 1.1.1 Assess the external environment, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.1.1 Analyze and evaluate competition, 1.1.1.2 Identify economic trends, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy 
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Why Productivity?

APQC's founder and CEO C. Jackson Grayson explains what productivity is, its role in a nation’s economic strength and global competitiveness, and how education and productivity relate.

Type: Presentations  Topics: Strategic Planning, Organization and Management, Productivity  Processes: 1.1.1 Assess the external environment, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.1.1 Analyze and evaluate competition, 1.1.1.2 Identify economic trends, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy 
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Innovation: Putting Ideas into Action - Study Overview

The most creative idea in the world does an organization little good if processes do not exist to bring those ideas into development.

Type: Best Practices and Business Drivers  Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Strategic Planning, Organization and Management, Operational and Process Innovation  Processes: 1.1 Define the business concept and long-term vision, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.1.5.1 Introduce new products/services, 2.1.5 Manage product and service life cycle, 2.2 Develop products and services  Industry: Computers, Consumer Products/Packaged Goods, Durable Goods, Healthcare, Machinery Equipment, Medical Equipment, Pharmaceutical, Soaps/Detergents/Perfumes 
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