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Best Practices in Governance: The Seven Tenets of Process Management

Governance can make or break process management efforts. Without structure, defined procedures/approvals, or clear roles/responsibilities, process management quickly devolves into chaos.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Process Management, Organization Structures, Organization and Management  Processes: 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.), 1.2.5.6 Develop role analysis and activity diagrams for key processes, 12.4.2.7 Establish/clarify new roles, 12.4 Manage change, 12.4.2 Design the 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 
  • Relevance: 78%
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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 
  • Relevance: 78%
  • Member Price: FREE
  • Nonmember Price: Download FREE
How to Keep Business Process Management Efforts Visible to Senior Leaders

Research consistently proves that increased leadership involvement results in greater change and buy-in for improvement initiatives. BPM needs executive-level sponsorship to flourish.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Organization Structures  Processes: 12.4.1.4 Engage/identify champion, 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, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change  Industry: Aerospace, Chemicals, Engineering, Food/Beverage/Restaurant, Machinery, Machinery Equipment 
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Accountability for Sales and Operations Planning at Newell Rubbermaid

Andrew Downard, director of supply chain at Newell Rubbermaid, explains which roles are responsible for various parts of sales and operations planning (S&OP) in the organization.

Type: Presentations  Topics: Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Organization Structures, Organization and Management  Processes: 12.4.1.4 Engage/identify champion, 12.4 Manage change, 12.4.1 Plan for change, 12.4.1.5 Form design team, 4.0 Deliver Products and Services, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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Connecting Individuals to Business Process Management

One of the most important, if not the most important, elements to effectively implementing business process management (BPM) is connecting individual workers to processes and BPM objectives.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Business Process Management (BPM), Process, Change Management, Organization and Management, Culture, Organization Structures  Processes: 1.1.4.1 Align stakeholders around strategic vision, 1.1 Define the business concept and long-term vision, 1.1.4 Establish strategic vision, 1.1.4.2 Communicate strategic vision to stakeholders, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.1 Plan for change, 12.4 Manage change, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change 
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Centralized Performance Measurement Offices Promote Consistent Improvement

Instituting a central office for performance measurement ensures that measurement results are consistently acted on and that individuals are assigned the responsibility of initiating and maintaining improvement.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Performance Measurement, Measurement, Organization Structures, 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, 12.4.2 Design the change, 12.4 Manage change, 12.4.2.7 Establish/clarify new roles  Industry: Government/Military, Healthcare 
  • Relevance: 48%
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