How Cisco is Rewriting the Rules on Performance Management

Haley Carroll's picture

The 2016 Great Place to Work® Conference starts today in sunny San Diego and I'm thrilled that I'll be attending the conference! Last week I had the opportunity to interview one of the presenters--Ashley Goodall, Senior Vice President of Leadership and Team Intelligence, Cisco Systems, Inc. who will be speaking on Making People Leaders Your Biggest Bet. In this interview with Mr.

An Easier Pathway To Better Process Management and Improvement

John Tesmer's picture

I keep telling myself that the world is ready for a new way to manage processes. The next few weeks will show me whether I am right or wrong. I know this because of what I’ve seen and learned in the past 10 years.

How to Build a High-Trust Culture—Lessons from the 2016 Fortune 100 Best Companies to Work For®, through the Eyes of a Millennial

Haley Carroll's picture

Building a high-trust culture should be on the mind of every business leader as findings released by Great Place to Work® reveal the close connection between high-trust organizational cultures and voluntary employee turnover. Organizations featured on the 2016 Fortune 100 Best Companies to Work For® list have a voluntary turnover rate half that of industry peers. So, what are these organizations doing differently?

How Alberta Health Services Combined Process and KM

Michael Sims's picture

Daniela Robu, Director Knowledge Management Infrastructure at Alberta Health Services, talks about using an enterprise platform to help with collaboration and knowledge exchange. She also explains what was the impetus that led Alberta Health Services to develop support for collaboration and knowledge exchange and the biggest hurdle faced when developing innovation and collaboration across departments.

You Defined Your Process, Now What?

Holly Lyke-Ho-Gland's picture

Recently I had the opportunity to talk to one of the MosaiQ™ advisory council members, Claire Wybrow, enterprise business architect at Allegient, LLC., about her experience with using MosaiQ in the beta environment.

What are some of the big challenges you have faced recently?

Want Better Process Management? Think Knowledge Management

Holly Lyke-Ho-Gland's picture

In our blog series lately, you’ve heard many of us talking about the intersection of process and knowledge management, particularly in regard to MosaiQ. However, the real disparity between knowledge management and process management became apparent to me at a conference last year; during a presentation I gave on effective ways to use process frameworks.

Louis Richardson of IBM on Making Social Smart

Carla O'Dell's picture

Virtually every mature KM program has or wants a social collaboration aspect, via SharePoint, Yammer, a wiki, or any one of the myriad open source or inexpensive proprietary and public social networking sites. Employees want to connect as easily at the office as they do in their personal life for a quick exchange, to follow people they like, and to create a personal brand.

Analytics Maturity: Getting the Intersections Right

Mary Driscoll's picture

In any organization, during the early stages of building analytical muscle, there will be competing views on what the maturity ladder looks like. To sort out what’s what, start with a common language for describing how analytics will serve strategic aims of the enterprise as a whole. Avoid being fenced in by groups of skunk works going after radical but narrow innovations. Beware as well that some people speak only in the dialects favored by the IT profession.

Desperately Seeking Benchmarking in Process Management?

John Tesmer's picture

The excitement around the APQC offices is reaching a fever pitch. It's the kind of excitement you feel the night before a day you just know is going to be a great one. Maybe you're going to show off your sweet new coffee mug with a clever one-liner written on it. Maybe you have an awesome birthday party planned (e.g., a trip to the movies with all your friends to see Space Jam). At APQC, it's the impending debut of MosaiQ.

5 Things You Are Ignoring About Managing Process Improvement

Jeffery Varney's picture

Lean this, improve that, cut operating cost by x%... whatever the approach might be, the drive to improve performance within our departments and work groups is always there. Even in times where we are just looking to sustain what we do, maintain market share, or stabilize a product; human nature compels us to look for ways to make things simpler, easier, and less challenging. And when department and personal scorecards and compensation are at stake, the impulse is even stronger.