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Results for: 12.2.6 Establish need for change 
- 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
-
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%
- Member Price: FREE
- Nonmember Price: Download FREE
- Tying It All Together: Making Best Practices Your Practices (Slides)
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These are slides from APQC President Carla O'Dell's keynote address at APQC’s 2010 Member Meeting.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), KM Change Management Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.2.6 Establish need for change, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.5 Develop change management plans- Relevance: 68%
- Member Price: FREE
- Benchmarking Report Examples
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APQC Senior Project Manager Travis Colton goes through several real-life examples of effective benchmarking reports.
Type: Presentations Topics: Benchmarking, Business Excellence Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4 Conduct competitive benchmarking, 12.2.6 Establish need for change- Relevance: 63%
- Member Price: FREE
- Know Your Audience
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APQC Senior Project Manager Travis Colton describes the different types of audiences benchmarking results are typically reported to and discusses the importance of knowing your audience and creating a report that ...
Type: Presentations Topics: Benchmarking, Business Excellence Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4 Conduct competitive benchmarking, 12.2.6 Establish need for change- Relevance: 63%
- Member Price: FREE
- Six Tips for Reporting Benchmarking Results
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APQC Senior Project Manager Travis Colton offers six helpful tips that can help you create meaningful, engaging, and actionable reports of your benchmarking findings.
Type: Presentations Topics: Benchmarking, Business Excellence Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4 Conduct competitive benchmarking, 12.2.6 Establish need for change- Relevance: 63%
- Member Price: FREE
- Reporting Benchmarking Results (Slides)
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Benchmarking is of no use if the organization cannot understand or take action on the results.
Type: Presentations Topics: Benchmarking, Business Excellence Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4 Conduct competitive benchmarking, 12.2.6 Establish need for change- Relevance: 63%
- Member Price: FREE
- Reporting Benchmarking Results
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Benchmarking is of no use if the organization cannot understand or take action on the results.
Type: Presentations Topics: Benchmarking, Business Excellence Processes: 12.2.3 Conduct process benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.4 Conduct competitive benchmarking, 12.2.6 Establish need for change- Relevance: 63%
- Member Price: FREE
- Tying It All Together: Making Best Practices Your Practices
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Benchmarking is a vital tool for identifying gaps and uncovering best practices.
Type: Presentations Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM), KM Change Management Processes: 12.2.6 Establish need for change, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 12.3.4.5 Develop change management plans- Relevance: 59%
- Member Price: FREE
- Benchmark to Enable Change
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When organizations need to change to keep up with the competition or improve customer satisfaction, they turn to benchmarking.
Type: Articles and White Papers Topics: Benchmarking, Business Excellence Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 12.2.6 Establish need for change, 12.4 Manage change, 12.4.1 Plan for change, 12.4.3 Implement change- Relevance: 47%
- Member Price: FREE
