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New Pig Corporation Breaks Barriers with B2B Branding

Many business-to-business (B2B) organizations keep branding in the background, but at New Pig, branding takes center stage.

Type: Case Studies  Topics: Branding, Sales and Marketing, Customer Loyalty, Customer-focused Processes and Functions, Customer Retention  Processes: 3.2.1.4 Develop new branding, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.4.3.2 Develop marketing messages, 3.4 Develop and manage marketing plans, 3.4.3 Develop and manage media, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Machinery Equipment, Rubber & Plastics, Waste Management/Environmental 
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Best Practices to Create an Enterprise Process Model

Developing an enterprise-wide process model is a daunting task, particularly for large, complex organizations.

Type: Best Practices and Business Drivers  Topics: Process Design, Business Excellence, Process, Process Mapping, 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, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Chemicals, Food/Beverage/Restaurant, Machinery, Machinery Equipment, Waste Management/Environmental 
  • Relevance: 63%
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Roles and Time Allocations for Business Process Management

Determining how many resources and how much of their time to devote to business process management (BPM) implementation can be a challenge.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Teams, Organization and Management, Process Management  Processes: 12.4.1.5 Form design team, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.7 Understand current state, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3.4.2 Define roles and resources, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects  Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Machinery, Machinery Equipment, Waste Management/Environmental 
  • Relevance: 63%
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Funding for Business Process Management

Learn how best-practice organizations allocate funds to business process management (BPM).

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Budgeting, Finance and Accounting, Planning, budgeting, and forecasting  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2.8 Identify budget/roles, 12.4 Manage change, 12.4.2 Design the change, 8.1.1 Perform planning/budgeting/forecasting, 8.0 Manage Financial Resources, 8.1 Perform planning and management accounting, 12.4.1.14 Identify resources and develop measures, 12.4.1 Plan for change  Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Machinery, Machinery Equipment, Waste Management/Environmental 
  • Relevance: 63%
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Strong Leadership Support Bolsters Virtual Collaboration

According to APQC's Collaborative Benchmarking research, the most successful virtual collaboration initiatives are championed by senior leaders who understand the importance of collaboration and how it can benefit ...

Type: Best Practices and Business Drivers  Topics: KM Governance, roles and Job descriptions, Knowledge and Information Management, Knowledge Management (KM), KM Change Management  Processes: 12.3.4.2 Define roles and resources, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.4 Create training and communication plans, 12.3.4.5 Develop change management plans  Industry: Construction, Energy and Utility, Engineering, Pharmaceutical, Telecommunication, Waste Management/Environmental 
  • Relevance: 61%
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Business Process Management: Study Overview

Organizations that manage by process see marked improvements as they integrate cross-functional work with end-to-end goals in mind.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement, Process 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, 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  Industry: Aerospace, Chemicals, Engineering, Food/Beverage/Restaurant, Government/Military, Machinery, Machinery Equipment, Waste Management/Environmental 
  • Relevance: 61%
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Business Cases and Funding Models for Business Process Management

Learn how best-practice organizations from APQC's 2005 Business Process Management (BPM) study presented their cases for BPM and how funding is handled at these top performing organizations.

Type: Best Practices and Business Drivers  Topics: Forecasting, Finance and Accounting, Planning, budgeting, and forecasting, Budgeting, Process Management, Business Excellence, Process  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 8.1.1 Perform planning/budgeting/forecasting, 8.0 Manage Financial Resources, 8.1 Perform planning and management accounting, 8.3.4 Perform financial reporting, 8.3 Perform general accounting and reporting  Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Machinery Equipment, Waste Management/Environmental 
  • Relevance: 47%
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Proven Benefits of Business Process Management

Business process management delivers real benefit to organizations. See several examples of definitive gains from best-practice organizations identified by APQC here.

Type: Articles and White Papers  Topics: Business Excellence, Process  Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Machinery Equipment, Waste Management/Environmental 
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Business Process Management (Best Practices Report)

Learn how best-practice organizations make decisions when instituting business process management (BPM), and examine strategies, approaches, tools, and techniques, including business process frameworks and maturity ...

Type: Reports and Books  Topics: Business Process Management (BPM), Business Excellence, Process, Lean, Quality, Process Improvement, Six Sigma, Process 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, 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  Industry: Aerospace, Chemicals, Engineering, Food/Beverage/Restaurant, Government/Military, Machinery, Machinery Equipment, Waste Management/Environmental 
  • Relevance: 44%
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  • Nonmember Price: $295.00
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Virtual Collaboration: Enabling Project Teams and Communities - MWH Global

MWH Global was among the leading organizations examined as part of APQC’s Collaborative Benchmarking study Virtual Collaboration: Enabling Teams and Communities .

Type: Case Studies  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Portals and Collaboration, Information Technology  Processes: 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements  Industry: Energy and Utility, Environmental, Waste Management/Environmental 
  • Relevance: 44%
  • Member Price: FREE
  • Nonmember Price: $50.00
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