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Results for: 12.4.1.13 Determine change enablers (x)
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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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Management Systems in an International Development Context (Slides)

How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process  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, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 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, 12.4.3.1 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, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change  Industry: Consulting/Consultants, Professional Services/Business Services 
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Management Systems in an International Development Context

How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process  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, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 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, 12.4.3.1 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, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 79%
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Reducing Resistance to Balanced Scorecards

Employees are often skeptical about new performance measurement approaches. When implementing a balanced scorecard, it is important to build support and break down barriers to change.

Type: Best Practices and Business Drivers  Topics: Balanced Scorecard, Business Excellence, Quality, Performance Measurement, Measurement, Change Management, Organization and Management  Processes: 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 Manage change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change, 12.4.1.13 Determine change enablers  Industry: Energy and Utility, Financial Services/Banking, Government/Military 
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Anticipate and Overcome Resistance to Change

When implementing any kind of change, an organization must prepare to meet some degree of resistance.  Learn how best-practice organizations Graybar, Grants.gov, IBM, and American Express developed strategic ...

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management  Processes: 12.4 Manage change, 12.0 Manage Knowledge, Improvement, and Change, 12.4.1 Plan for change, 12.4.1.12 Identify barriers to change, 12.4.1.13 Determine change enablers  Industry: Computers, Financial Services/Banking, Government/Military, Logistics, Telecommunication 
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