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Financial Planning and Analysis at Mutual of Omaha

To satisfy shareholders, auditors, and boards of directors, organizations must provide granular analysis of past performance and reliable profitability forecasts.

Type: Case Studies  Topics: Accounting, Finance and Accounting, Forecasting, Planning, budgeting, and forecasting, Budgeting, Financial Analytics, Performance Management, Capital Planning/Allocation  Processes: 8.1.1 Perform planning/budgeting/forecasting, 8.0 Manage Financial Resources, 8.1 Perform planning and management accounting, 8.1.1.1 Develop and maintain budget policies and procedures  Industry: Insurance 
  • Relevance: 71%
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Choose Appropriate Tools to Support Process Frameworks

Selecting the best technology and other tools to support the implementation and maintenance of a process framework is critical.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Content management, Knowledge and Information Management, Information Management, Document Management, Change Management, Organization and Management, Information Systems, Information Technology, Process Management, Project Management, Product Development, Organization Structures  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 7.5.4 Create IT services and solutions, 7.0 Manage Information Technology, 7.5 Develop and maintain information technology solutions, 7.6.2.1 Plan change deployment, 7.6 Deploy information technology solutions, 7.6.2 Plan and implement changes  Industry: Energy and Utility, Engineering, Financial Services/Banking, Insurance, Metals, Mining, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers 
  • Relevance: 63%
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Frameworks Improve Performance When Adopted at Any Level of the Organization

Many organizations adopt frameworks as part of an enterprise-wide restructuring effort. But adopting a framework at any level of an organization, in any particular department, can yield substantial gains.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Process Design, Process Improvement, Project Management, Organization and Management, Organization Structures  Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3 Manage strategic initiatives, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change  Industry: Energy and Utility, Financial Services/Banking, Insurance, Metals, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers 
  • Relevance: 62%
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Three Areas Where Process Frameworks Make a Big Impact

Most process frameworks are implemented for use in content management, benchmarking, and/or process design.

Type: Articles and White Papers  Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Business Transformation, Content management, Knowledge and Information Management, Information Management, Process Design, Organization Structures, Organization and 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.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems  Industry: Computers, Energy and Utility, Financial Services/Banking, Insurance, Metals, Petroleum/Oil/Gas, Software 
  • Relevance: 62%
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How to First Adopt, Then Adapt Process Frameworks and Models

To get the maximum benefit from a process framework, organizations should adopt the framework as-is before adapting it.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Reengineering, Change Management, Organization and Management, Process Improvement, Organization Structures  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Transportation/Freight Carriers 
  • Relevance: 62%
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Using Process Frameworks and Reference Models to Get Real Work Done (Best Practices Report)

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Reports and Books  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Lean, Quality, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
  • Relevance: 59%
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  • Nonmember Price: $395.00
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Using Process Frameworks and Reference Models to Get Real Work Done: Study Overview

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
  • Relevance: 59%
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  • Nonmember Price: Download FREE
Process Measures and Analytics: Study Overview

APQC's 2008 Process Measures and Analytics: The Right Data for the Right Decisions  study examined how best-practice organizations connect process activities to measures and analytics.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Measurement Analytics, Measurement, Process Measures, Measurement, Process Management  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.1.1.1 Establish performance measures, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity  Industry: Consulting/Consultants, Financial Services/Banking, Hospitality, Insurance, Machinery, Pharmaceutical, Professional Services/Business Services 
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Process Measures and Analytics - ING Australia Case Study

Read how ING Australia transformed its culture and continues to refine a structured measurement system to achieve business objectives in this case study from APQC's  Process Measures and Analytics  best ...

Type: Case Studies  Topics: Business Excellence, Business Process Management (BPM), Process, Measurement Analytics, Measurement, Process Measures  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.1.1.1 Establish performance measures, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity  Industry: Financial Services/Banking, Insurance 
  • Relevance: 45%
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  • Nonmember Price: $50.00
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KM Integrated into Change and Improvement

In this recording from APQC's 2010 knowledge management (KM) conference, Robert Burns and Phil Harms of MetLife describe Metlife's KM journey, including establishing a vision, aligning with business strategy, ...

Type: Presentations  Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Implementation  Processes: 12.3.1 Develop KM strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.5 Manage the KM project life cycle  Industry: Insurance 
  • Relevance: 43%
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