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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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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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Fix the Process, Not the People

When a department fails to hit its targets, the manager typically holds a meeting where employees discuss how they can better manage or perform their work to achieve their goals.

Type: Best Practices and Business Drivers  Topics: Continuous Improvement, Business Excellence, Process, Process Improvement, Process 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, 12.4.2 Design the change, 12.0 Manage Knowledge, Improvement, and Change 
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Evaluating Your Organization's Process Management Capabilities

Even if you have no time to read anything else before attempting to implement process management or take your current competencies to the next level, read this article .

Type: Articles and White Papers  Topics: Assessment and Auditing, Business Excellence, Measurement, Business Process Management (BPM), Process, Business Transformation, Maturity Assessment, Process Improvement, Process Management, Project Management, Organization and Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.2 Assess readiness for change, 12.4.1.6 Define scope, 12.4.1.7 Understand current state, 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 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, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change 
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Roles and Time Allocations for Business Process Management

Determining how many resources and how much of their time to devote to business process management (BPM) implementation can be a challenge.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Teams, Organization and Management, Process Management  Processes: 12.4.1.5 Form design team, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.7 Understand current state, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3.4.2 Define roles and resources, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects  Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Machinery, Machinery Equipment, Waste Management/Environmental 
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Agile Analytics

For many forecasting and other business operations, enterprise-scale analytics—although comprehensive and meticulously accurate—do not provide the real-time feedback needed to make critical decisions.

Type: Articles and White Papers  Topics: Business Excellence, Forecasting, Finance and Accounting, Planning, budgeting, and forecasting  Processes: 8.1 Perform planning and management accounting, 8.0 Manage Financial Resources, 12.4.1.7 Understand current state, 12.4 Manage change, 12.4.1 Plan for change, 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.3.4 Analyze financial positions, 8.1.1.3 Prepare periodic financial forecasts, 8.1.1 Perform planning/budgeting/forecasting 
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Agile and Enterprise Analytics

Although most organizations favor enterprise analytics solutions, agile analytics can better fulfill many business needs.

Type: Articles and White Papers  Topics: Business Excellence, Forecasting, Finance and Accounting, Planning, budgeting, and forecasting  Processes: 8.1 Perform planning and management accounting, 8.0 Manage Financial Resources, 12.4.1.7 Understand current state, 12.4 Manage change, 12.4.1 Plan for change, 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.3.4 Analyze financial positions, 8.1.1.3 Prepare periodic financial forecasts, 8.1.1 Perform planning/budgeting/forecasting 
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