^The APQC Blog

Now more than ever before, finance and treasury departments are experiencing a period of intense change, characterized by the accessibility and availability of a myriad of new cloud-based tools and technologies, increasing expectations of service delivery and business partnership levels, and the

Any knowledge-intensive organization of significant size either has a digital workplace or is scrambling to establish one.

Over the last five months, we have all gone through many stages of frustration and the need to rethink our priorities and approaches. Some of these have been professional and some personal.

It feels like the world has changed overnight, and knowledge management programs must take a hard look at what they’re doing to ensure KM priorities match organizational realities.

85% of organizations have accelerated or plan to accelerate their use of contingency and scenario planning.

When everything looks like a nail you tend to use a hammer. Process and performance management teams have learned over the last few years a reliance on any single tool or methodology is problematic.

APQC is frequently asked for benchmarks, best practices, and examples for key end-to-end processes, such as order-to-cash (O2C).

As I write this blog, at the end of June 2020, we are several months into dealing with the COVID-19 pandemic. The challenges to employers and workers continue but are evolving.

A knowledge management strategy is useful because it gives your KM effort a concrete purpose and target to work toward.

I recently re-connected with Steve Wunker, managing director of New Market Advisors, about innovation.