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APQC's Seven Tenets of Process Management in Depth (Collection)

Process management can revolutionize the way an organization does business and generates value.

Type: Product Collection  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Maturity Assessment, Performance Measurement, Change Management, Organization and Management, Organizational Improvement, Process Improvement, Culture, Process Management, Process Mapping, Organization Structures  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.7 Understand current state, 12.4.1.8 Define future state, 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.), 1.2.5.8 Migrate to new organization, 1.2.6 Develop and set organizational goals, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change 
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Use Measures to Promote a Culture of Quality

Measures can be motivators. This article describes how organizations can implement measures as part of an effort to develop a culture of quality within the enterprise.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Change Management, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement, Culture  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, 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 Change Management: The Seven Tenets of Process Management

Change management is at the core of any improvement or initiative.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Culture, Process Management  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.13 Determine change enablers 
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Successfully Embedding Innovation: Study Overview

To continue to produce innovative products, services, and business models, organizations must weave innovation-related activities into the fabric of daily work and business culture.

Type: Best Practices and Business Drivers  Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Operational and Process Innovation, Culture, Organization and Management  Processes: 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 2.1.2.1 Identify potential improvements to existing products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services  Industry: Aerospace, Chemicals, Computers, Consulting/Consultants, Healthcare, Medical Equipment, Printing & Publishing, Professional Services/Business Services, Software 
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The Formal Diversity Plan

Today, U.S. organizations need formal diversity plans to protect against costly legal fees and to maintain images as desirable places to work and conduct business.

Type: Benchmarks and Metrics  Topics: Discrimination, Human Capital Management, Legal and Compliance, Diversity, Culture, Organization and Management  Processes: 6.1.2.5 Develop employee diversity plan, 6.1 Develop and manage human resources (HR) planning, policies, and strategies, 6.1.2 Develop and implement human resources plans 
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Caterpillar’s 55-38-7 Rule for Employee Communications

In August of 2010, APQC hosted a human capital management community call featuring longtime APQC member Caterpillar.

Type: Presentations  Topics: Employee Communication, Human Capital Management, Culture, Organization and Management, Rewards and Recognition Programs  Processes: 6.4 Reward and retain employees, 6.0 Develop and Manage Human Capital, 6.6.7 Manage employee communication, 6.6 Manage employee information  Industry: Machinery 
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Caterpillar’s Eighteen-Inch Employee Engagement Journey

In August of 2010, APQC hosted a human capital management community call featuring longtime APQC member Caterpillar.

Type: Presentations  Topics: Employee Communication, Human Capital Management, Culture, Organization and Management, Rewards and Recognition Programs  Processes: 6.4 Reward and retain employees, 6.0 Develop and Manage Human Capital, 6.6.7 Manage employee communication, 6.6 Manage employee information  Industry: Machinery 
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Steps for Improving Employee Engagement

In August of 2010, APQC hosted a human capital management community call featuring longtime APQC member Caterpillar.

Type: Presentations  Topics: Employee Communication, Human Capital Management, Culture, Organization and Management, Rewards and Recognition Programs  Processes: 6.4 Reward and retain employees, 6.0 Develop and Manage Human Capital, 6.6.7 Manage employee communication, 6.6 Manage employee information  Industry: Machinery 
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Summary of Employee Engagement Best Practices at Caterpillar

In August of 2010, APQC hosted a human capital management community call featuring longtime APQC member Caterpillar.

Type: Presentations  Topics: Employee Communication, Human Capital Management, Culture, Organization and Management, Rewards and Recognition Programs  Processes: 6.4 Reward and retain employees, 6.0 Develop and Manage Human Capital, 6.6.7 Manage employee communication, 6.6 Manage employee information  Industry: Machinery 
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Next Steps in Caterpillar’s Employee Engagement Journey: 2011 - 2015

In August of 2010, APQC hosted a human capital management community call featuring longtime APQC member Caterpillar.

Type: Presentations  Topics: Employee Communication, Human Capital Management, Culture, Organization and Management, Rewards and Recognition Programs  Processes: 6.4 Reward and retain employees, 6.0 Develop and Manage Human Capital, 6.6.7 Manage employee communication, 6.6 Manage employee information  Industry: Machinery 
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