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Results for: 12.4.1.8 Define future state (x)
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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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Formulating Objectives and Scope Statements: An Example from Newell Rubbermaid

Every improvement project needs a well-defined objective and scope. Newell Rubbermaid developed effective objectives and scope statements for its sales and operations planning initiative.

Type: Tools and Templates  Topics: Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Process Improvement, Business Excellence, Process, Project Management, Organization and Management  Processes: 12.4.1.6 Define scope, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.8 Define future state, 4.1.8.7 Develop performance improvement plan, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.8 Assess distribution planning performance  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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Promoting Proactive Change Efforts

To enact efficient, sustainable change, organizations need to design proactive plans and frameworks to guide the process.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management  Processes: 12.4.1.8 Define future state, 12.4 Manage change, 12.4.1 Plan for change, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change  Industry: Financial Services/Banking, Government/Military, Transportation/Freight Carriers 
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Defining Change to Support Stakeholders

When implementing any change, organizations should communicate the impacts it will have on all relevant stakeholders.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management, Internal Corporate Communication  Processes: 12.4.1.6 Define scope, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.8 Define future state, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change  Industry: Computers, Financial Services/Banking, Government/Military, Logistics, Telecommunication 
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