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Results for: 1.2.5.5 Design the relationships between organizational units 
- Using Process Frameworks to Get Real Work Done (Slides)
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APQC's Using Process Frameworks to Get Real Work Done report contains substantive findings about the best techniques organizations use to implement and leverage frameworks and models effectively in their ...
Type: Presentations Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Process Improvement, Process Management, Organization Structures, Organization and Management Processes: 12.4.1.2 Assess readiness for change, 12.4 Manage change, 12.4.1 Plan for change, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 1.2.5.8 Migrate to new organization, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change- Relevance: 74%
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- Using Process Frameworks to Get Real Work Done
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APQC's Using Process Frameworks to Get Real Work Done report contains substantive findings about the best techniques organizations use to implement and leverage frameworks and models effectively in their ...
Type: Presentations Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Process Improvement, Process Management, Organization Structures, Organization and Management Processes: 12.4.1.2 Assess readiness for change, 12.4 Manage change, 12.4.1 Plan for change, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 1.2.5.8 Migrate to new organization, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change- Relevance: 74%
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- Using Kaizen to Align Business Processes and Information Systems (Slides)
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Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping 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, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement Industry: Textile- Relevance: 74%
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- Using Kaizen to Align Business Processes and Information Systems
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Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping 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, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement Industry: Textile- Relevance: 74%
- Member Price: FREE
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- Process Framework in Action: How to Start a Common Language (Slides)
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Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management 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, 1.2.4 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.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change Industry: Healthcare, Medical Equipment, Pharmaceutical- Relevance: 74%
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- Process Framework in Action: How to Start a Common Language
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Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management 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, 1.2.4 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.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change Industry: Healthcare, Medical Equipment, Pharmaceutical- Relevance: 74%
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- Business Model-Oriented Approach to Process Management (Slides)
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An organization's approach to process management will differ depending on its business model. So what does an organization with multiple business models do to address the particulars of each model?
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, 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, 1.2.4 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.), 1.2.5.5 Design the relationships between organizational units, 1.2.6 Develop and set organizational goals, 1.2.7 Formulate business unit strategies, 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, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.3 Take corrective action as necessary Industry: Electronics, Engineering, Instrumentation, Medical Equipment- Relevance: 74%
- Member Price: FREE
- Nonmember Price: Download FREE
- Business Model-Oriented Approach to Process Management
-
An organization's approach to process management will differ depending on its business model. So what does an organization with multiple business models do to address the particulars of each model?
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, 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, 1.2.4 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.), 1.2.5.5 Design the relationships between organizational units, 1.2.6 Develop and set organizational goals, 1.2.7 Formulate business unit strategies, 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, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.3 Take corrective action as necessary Industry: Electronics, Engineering, Instrumentation, Medical Equipment- Relevance: 74%
- Member Price: FREE
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- Getting Started with BPM: Using Process Frameworks to Accelerate Alignment (Slides)
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Most organizations know of a handful of frameworks and models that could potentially benefit their businesses... if they know how to use them.
Type: Presentations Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.5 Design the relationships between organizational units, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy- Relevance: 72%
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- Model Your Way to Better Business Performance
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Operational models can help organizations visualize how the different processes within a business interact.
Type: Articles and White Papers Topics: Measurement Frameworks, Business Excellence, Measurement, Process Mapping, Process, Organization Structures, Organization and 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, 1.1.3.5 Identify enterprise core competencies, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change- Relevance: 71%
- Member Price: FREE
