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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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Best Practices in Performance and Maturity: The Seven Tenets of Process Management

Understanding an organization's current level of process management maturity helps leaders make informed decisions about where and how to improve.

Type: Best Practices and Business Drivers  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Maturity Assessment, Measurement Analytics, Performance Measurement, 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, 1.1.3.2 Create baselines for current processes, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.4.2.6 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 
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Five Levers Best-in-Class Leaders Use to Improve

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 
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Evaluating Your Organization's Process Management Capabilities

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 
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Measuring Process Framework Implementation Progress: The Five-Step Framework Implementation Journey

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 
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Four Types of Organizations in Process/Functional Terms

In this presentation from APQC's 2010 Member Meeting, Jeff Varney, APQC senior process improvement adviser, describes organizations at four distinct levels of process maturity: functionally based, process thinking, ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Maturity Assessment, Measurement  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 
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Newell Rubbermaid’s Sales and Operations Planning Assessments and Action Plans

Andrew Downard, director of supply chain at Newell Rubbermaid, explains the organization’s sales and operations planning (S&OP) assessment process, including how action plans are developed and executed according ...

Type: Presentations  Topics: Maturity Assessment, Business Excellence, Measurement, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Measurement, Project Management, Organization and Management  Processes: 4.0 Deliver Products and Services, 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 Manage change, 12.4.2.6 Establish metrics, 12.4.2 Design the change, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing, 12.4.1.14 Identify resources and develop measures, 12.4.1 Plan for change  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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Process Maturity in Sales and Operations Planning at Newell Rubbermaid

Andrew Downard, director of supply chain at Newell Rubbermaid, discusses the organization’s journey toward mature sales and operations planning (S&OP) processes.

Type: Presentations  Topics: Maturity Assessment, Business Excellence, Measurement, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Process Design, Process, Process Improvement, Process Management  Processes: 4.0 Deliver Products and Services, 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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Benchmarking Maturity Matrix

Organizations should regularly assess their benchmarking capabilities and progress so that initiatives can be optimized, changed, or halted.

Type: Tools and Templates  Topics: Benchmarking, Business Excellence, Maturity Assessment, Measurement  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities 
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Organizational Readiness Assessment for Benchmarking

Is your organization prepared to undertake a benchmarking initiative?

Type: Tools and Templates  Topics: Benchmarking, Business Excellence, Maturity Assessment, Measurement  Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change 
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