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Results for: 1.1.4 Establish strategic vision 
- Focus Quality Measures on Value-Added Activities and Core Strategic Objectives
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Organizations can measure everything under the sun, but if those measures aren't focused on value-added activities and strategic objectives, the organization may not get the return on investment it desires.
Type: Best Practices and Business Drivers Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement 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, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3.4 Establish high-level measures, 1.3 Manage strategic initiatives, 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, 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 Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors- Relevance: 79%
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- Align Enterprise Quality with Strategic Goals and Initiatives
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An organization can take time, effort, and countless resources to create an intricate quality measurement system, but it will never help the business reach its goals unless that measurement system aligns with the ...
Type: Best Practices and Business Drivers Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement 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, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 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- Relevance: 79%
- Member Price: FREE
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Rolling Forecasts: Managing the Present and Planning for the Future (Collection)
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Rolling forecasts are tools for continuous planning. Organizations don't plan based on an annual set of events, they expect to deliver continuing profitable performance.
Type: Product Collection Topics: Continuous Improvement, Business Excellence, Process, Forecasting, Finance and Accounting, Planning, budgeting, and forecasting, Budgeting Processes: 8.1 Perform planning and management accounting, 8.0 Manage Financial Resources, 1.1.4 Establish strategic vision, 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, 8.1.1 Perform planning/budgeting/forecasting, 8.1.1.2 Prepare periodic budgets and plans, 8.1.1.3 Prepare periodic financial forecasts- Relevance: 76%
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- The Human Development Value Stream
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Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.
Type: Presentations Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems 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, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change Industry: Healthcare, Medical Equipment- Relevance: 72%
- Member Price: FREE
- The Human Development Value Stream (Slides)
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Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.
Type: Presentations Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems 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, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change Industry: Healthcare, Medical Equipment- Relevance: 72%
- Member Price: FREE
- Doing a Lot More... With Less (Slides)
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In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary Industry: Government/Military- Relevance: 71%
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- Doing a Lot More... With Less
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In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary Industry: Government/Military- Relevance: 71%
- Member Price: FREE
- Nonmember Price: Download FREE
- 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: 69%
- Member Price: FREE
- Capitalizing on Complexity: Insights from the 2010 IBM Global CEO Study
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In a world fraught with uncertainty, what are today’s CEOs doing to strengthen their situations against competitors? Peter J.
Type: Presentations Topics: Strategic Planning, Organization and Management, Competitive Intelligence, Change Management, Growth Processes: 1.1.1 Assess the external environment, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.1.1 Analyze and evaluate competition, 1.1.1.2 Identify economic trends, 1.1.2 Survey market and determine customer needs and wants, 1.1.4 Establish strategic vision- Relevance: 56%
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- How Newell Rubbermaid Maintains Executive Support for Sales and Operations Planning
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Andrew Downard, director of supply chain at Newell Rubbermaid, discusses how the organization’s sales and operations planning (S&OP) initiative has secured long-term executive support and sustained its ...
Type: Presentations Topics: Business Transformation, Business Excellence, Process, Continuous Improvement, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Organization and Management Processes: 1.1.4.1 Align stakeholders around strategic vision, 1.1 Define the business concept and long-term vision, 1.1.4 Establish strategic vision, 4.1.1 Develop production and materials strategies, 4.0 Deliver Products and Services, 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- Relevance: 51%
- Member Price: FREE
