Process Improvements Driving Benefits for School Districts

Mardi Krenek's picture

APQC asked educators about things educational organizations overlook when trying to improve processes, struggles that made process improvement vital to their district, and the biggest benefits of improved processes . These experts will be speaking at APQC’s Process & Performance Management Conference October 3-4 in the Aligning Improvement to District Goals breakout session track.

How BASF Finds Talent in a Tight Labor Market

Elissa Tucker's picture

Finding qualified talent is one of the biggest challenges for employers today. Our research shows that employers are in search of innovative ways to fill open positions. Chemical company BASF has found, and is having success with, a number of talent acquisition innovations. Recently, I interviewed BASF’s Heidi Gerhard, director of leadership, organizationl capability and culture, about how the organization has transformed its approach to hiring in ways that allow it to secure the best talent in a tight labor market.

Driving Process Value End-to-End Improves Measurement, Ownership and Governance

Jonathan Kraft's picture

First, let’s define End-to-End (E2E) processes. E2E has a lot of different definitions, and a variety of terms that are used to mean the same thing. Some organizations use value streams, value chains, or some other term. For purposes of this discussion, I am going to define E2E as the definition and documentation of a process from the beginning to end. Regardless of what term you use, the goal remains the same - document and define the start of a process and the end of a process.

The State of Emerging Tools and Technologies in Finance

Rachele Collins's picture

Digital transformation is top of mind these days for not just finance, but across the enterprise. In fact, three-quarters of those responding to a recent APQC process and priorities survey said that they were undergoing a digital transformation in 2019, with the top justifications being to increase organizational efficiency, improve the customer experience, and enable better data management.

What Great KM Programs at Grant Thornton and USACE Can Teach You

Cindy Hubert's picture

Last month, I had the honor of recognizing 13 of the best KM programs in the world at APQC’s 2019 KM Conference. These organizations worked their way through APQC’s evidence-based assessment for KM and submitted their data to be benchmarked against the 12 categories of KM capabilities. There were nine organizations recognized for KM business unit achievement and four organizations recognized for KM enterprise achievement.

Tips to Test Drive KM Digital Transformation

Lauren Trees's picture

Everywhere you look, companies are experimenting with digital transformation. According to APQC’s Measures of Digital Transformation research, around half are in the early stages of digital implementation: 17 percent are running pilots, 4 percent are evaluating recently completed pilots, and 28 percent are deploying their first wave of digital projects.

4 Secrets to Creating Your KM Brand

Mercy Harper's picture

Some people think branding is just “window dressing” for a KM program, but they’re wrong. A strong brand clearly conveys what KM is all about and why employees should care. An outstanding brand gets people excited and helps them feel personally connected to the KM effort. But as a quick Google search of “brand fails” will tell you, branding can be tricky. Big brands have made some major missteps in recent years. I won’t recount specific incidences here, but it’s easy to see the root cause behind most of them: not understanding the target audience.

4 Symptoms You have Organizational Silos

Holly Lyke-Ho-Gland's picture

Organizational silos are a pervasive challenge for most organizations and 73% of organizations feel that breaking down silos is vital to their success.

Bridging High Touch and High Tech at APQC’s KM Conference

Lauren Trees's picture

With a theme of Bridging High Touch and High Tech, APQC’s 2019 Knowledge Management Conference highlighted a key duality faced by modern KM. On one side, new technologies are improving knowledge discovery and altering the role that KM plays in connecting people to the information and expertise they need to do their work. But even as tech innovations reduce the administrative burden of KM, the implementation of these new tools requires more intense strategic planning and change management than ever.