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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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Create Supporting Policies, Procedures, and Tools-Not Mandates-to Support Quality

It can be tempting to create elaborate templates, guidelines, and directives when building an enterprise-wide quality measurement program.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement, 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, 1.1.3.3 Analyze systems and technology, 1.2.6 Develop and set organizational goals, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.7 Formulate business unit strategies, 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 
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Practitioner Insights into Process Management: APQC's Process Conference Findings Review (Slides)

APQC's 2011 Process Conference started several conversations about process management, particularly among those who attended the conference working sessions.

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, 1.2.6 Develop and set organizational goals, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change 
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Practitioner Insights into Process Management: APQC's Process Conference Findings Review

APQC's 2011 Process Conference started several conversations about process management, particularly among those who attended the conference working sessions.

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, 1.2.6 Develop and set organizational goals, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change 
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Business Model-Oriented Approach to Process Management (Slides)

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 
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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 
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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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Strengthening the Core to Achieve Results

Just as a body needs a strong set of core muscles to perform at its best, an organization needs a firm set of core processes, strategic goals, and employee support.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Continuous Improvement, Process, Organizational Improvement  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, 1.2.1.1 Define current business, 1.2 Develop business strategy, 1.2.1 Develop overall mission statement, 1.2.6 Develop and set organizational goals, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Chemicals, Hospitality 
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Aligning Performance Measurement Systems with Business Priorities

Measurement systems need to be aligned with organizational strategy and objectives. Learn how best-practice organizations Bank of America, JetBlue, and L.L.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Measurement, Measurement, Balanced Scorecard  Processes: 1.0 Develop Vision and Strategy, 1.1.3 Perform internal analysis, 1.1 Define the business concept and long-term vision, 1.2 Develop business strategy, 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  Industry: Airline, Financial Services/Banking, Retail/Catalog/Mail Order 
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