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Results for: Business Transformation 
- Turnaround of a Business Through the Transformation of Physical Distribution
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An inefficient process design only breeds inefficiency!
Type: Presentations Topics: Business Transformation, Business Excellence, Process, Shipping, Supply Chain Management, Logistics, Supply Chain Planning, Distribution, Outbound Transportation Processes: 4.0 Deliver Products and Services, 4.1.5 Plan distribution requirements, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.8 Assess distribution planning performance, 4.4 Deliver service to customer, 4.5.1 Define logistics strategy, 4.5 Manage logistics and warehousing, 4.5.3 Operate warehousing, 4.5.4 Operate outbound transportation Industry: Pharmaceutical- Relevance: 68%
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- Turnaround of a Business Through the Transformation of Physical Distribution (Slides)
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An inefficient process design only breeds inefficiency!
Type: Presentations Topics: Business Transformation, Business Excellence, Process, Shipping, Supply Chain Management, Logistics, Supply Chain Planning, Distribution, Outbound Transportation Processes: 4.0 Deliver Products and Services, 4.1.5 Plan distribution requirements, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.8 Assess distribution planning performance, 4.4 Deliver service to customer, 4.5.1 Define logistics strategy, 4.5 Manage logistics and warehousing, 4.5.3 Operate warehousing, 4.5.4 Operate outbound transportation Industry: Pharmaceutical- Relevance: 68%
- Member Price: FREE
- Nonmember Price: Download FREE
- The Birth of an Electric Utility in the Cradle of Humanity: How APQC and Bain Italy Helped the Ethiopian Electric Power Company to Define, Design, and Deploy Business Processes (Slides)
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APQC's Neville Sokol explains how Bain & Company and APQC helped the Ethiopian Electric Power Company (EEPCo) move to a process-based model for business.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Design, Process Improvement, Process Management, Organization Structures, Organization and Management Processes: 12.4.1.7 Understand current state, 12.4 Manage change, 12.4.1 Plan for change, 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.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.1.10 Assess cultural issues, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change Industry: Energy and Utility, Government/Military- Relevance: 68%
- Member Price: FREE
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- The Birth of an Electric Utility in the Cradle of Humanity: How APQC and Bain Italy Helped the Ethiopian Electric Power Company to Define, Design, and Deploy Business Processes
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APQC's Neville Sokol explains how Bain & Company and APQC helped the Ethiopian Electric Power Company (EEPCo) move to a process-based model for business.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Design, Process Improvement, Process Management, Organization Structures, Organization and Management Processes: 12.4.1.7 Understand current state, 12.4 Manage change, 12.4.1 Plan for change, 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.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.1.10 Assess cultural issues, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change Industry: Energy and Utility, Government/Military- Relevance: 68%
- Member Price: FREE
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- Driving Global Change Through Process (Slides)
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Integrating process into an organization's operating model is a challenging task, and to make the integration sustainable is even more taxing.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Improvement, Process Management Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 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: Durable Goods, Machinery, Machinery Equipment- Relevance: 67%
- Member Price: FREE
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- Driving Global Change Through Process
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Integrating process into an organization's operating model is a challenging task, and to make the integration sustainable is even more taxing.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Improvement, Process Management Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 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: Durable Goods, Machinery, Machinery Equipment- Relevance: 67%
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- Five Levers Best-in-Class Leaders Use to Improve
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Although many organizations can engage in improvement initiatives and reap substantial benefits, not all can sustain those benefits over time. How does an organization build upon the changes it has already made?
Type: Articles and White Papers Topics: Business Transformation, Business Excellence, Process, Continuous Improvement, Maturity Assessment, Measurement Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.2.6 Develop and set organizational goals, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.4 Monitor change, 12.4 Manage change, 12.4.3 Implement change, 12.4.4 Sustain improvement- Relevance: 65%
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- Evaluating Your Organization's Process Management Capabilities
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Even if you have no time to read anything else before attempting to implement process management or take your current competencies to the next level, read this article .
Type: Articles and White Papers Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Business Transformation, Maturity Assessment, Process Improvement, Process Management, Project Management, Organization and Management Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.2 Assess readiness for change, 12.4.1.6 Define scope, 12.4.1.7 Understand current state, 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 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, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change- Relevance: 62%
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- Measuring Process Framework Implementation Progress: The Five-Step Framework Implementation Journey
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When implementing process frameworks to boost business performance, organizations should know their current capabilities and the next level of maturity they can strive for.
Type: Best Practices and Business Drivers Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Continuous Improvement, Maturity Assessment, Measurement, Measurement Frameworks, Measurement, Process Improvement, Process Management, Project Management, Organization and Management, Organization Structures Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2 Benchmark performance, 12.4.3.4 Monitor change, 12.4 Manage change, 12.4.3 Implement change Industry: Energy and Utility, Metals, Mining, Petroleum/Oil/Gas, Steel- Relevance: 61%
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- Three Areas Where Process Frameworks Make a Big Impact
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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: 61%
- Member Price: FREE
