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The Emotional Side of Lean: Change Management at ThedaCare

An organization may need to improve its processes, but if it does so without considering the emotions and concerns of its employees, those improvements will not yield the desired results.

Type: Case Studies  Topics: Employee Communications, Human Capital Management, Employee Communication, Employee Training & Development, Lean, Business Excellence, Quality, Employee Feedback Programs, Change Management, Organization and Management, Employee Satisfaction and Engagement, Process Improvement, Process  Processes: 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 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, 12.4.1.12 Identify barriers to change, 12.4.1.13 Determine change enablers  Industry: Healthcare 
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Best Practices in Change Management: The Seven Tenets of Process Management

Change management is at the core of any improvement or initiative.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Culture, Process Management  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 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, 12.4.1.13 Determine change enablers 
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The Birth of an Electric Utility in the Cradle of Humanity: How APQC and Bain Italy Helped the Ethiopian Electric Power Company to Define, Design, and Deploy Business Processes (Slides)

APQC's Neville Sokol explains how Bain & Company and APQC helped the Ethiopian Electric Power Company (EEPCo) move to a process-based model for business.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Design, Process Improvement, Process Management, Organization Structures, Organization and Management  Processes: 12.4.1.7 Understand current state, 12.4 Manage change, 12.4.1 Plan for change, 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.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.1.10 Assess cultural issues, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change  Industry: Energy and Utility, Government/Military 
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The Birth of an Electric Utility in the Cradle of Humanity: How APQC and Bain Italy Helped the Ethiopian Electric Power Company to Define, Design, and Deploy Business Processes

APQC's Neville Sokol explains how Bain & Company and APQC helped the Ethiopian Electric Power Company (EEPCo) move to a process-based model for business.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Design, Process Improvement, Process Management, Organization Structures, Organization and Management  Processes: 12.4.1.7 Understand current state, 12.4 Manage change, 12.4.1 Plan for change, 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.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.1.10 Assess cultural issues, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change  Industry: Energy and Utility, Government/Military 
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How to Get Employee Buy-in for Measurement

For measurement to lead to tangible improvement, an organization must communicate with staff about the measures, align them with strategic objectives and actual work, analyze the data appropriately, and make specific ...

Type: Articles and White Papers  Topics: Business Excellence, Change Management, Organization and Management, Measurement, Culture  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.4 Manage change, 12.4.1.10 Assess cultural issues, 12.4.1 Plan for change 
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What Organizations with High Buy-in for Measurement Do Differently

APQC research has uncovered key differences in how measurement is implemented at organizations with high staff buy-in for measurement compared with organizations that struggle to gain support.

Type: Articles and White Papers  Topics: Change Management, Organization and Management, Measurement, Business Excellence, Internal Corporate Communication  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.1.1.1 Establish performance measures, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.4 Manage change, 12.4.1.10 Assess cultural issues, 12.4.1 Plan for change, 12.4.3 Implement change 
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