^The APQC Blog

AI business process optimization solutions can help organizations work faster, reduce manual effort, improve decision-making, and create more consistent outcomes.

For years, supply chain leaders complained about a lack of visibility.

Today, many have the opposite problem.

Finance personnel cost per FTE is becoming a must-watch metric for CFOs who need to manage labor market shifts without weakening the finance function.

Knowledge Sharing is the practice of moving useful know-how from people, teams, and systems to the people who need it. It includes more than publishing documents.

While artificial intelligence has enormous potential, there are still too many proof of concept projects and pilots.

Last month, I wrote about why speed has become a competitive advantage in cash forecasting.

The most common ways I see digital and strategic initiatives fall short aren’t during implementation—they show up after go-live, in how work actually gets done day to day.

At the core, three things tend to break down: people, communication, and change management.

Many organizations and knowledge management (KM) teams have already taken the first step with AI. They’ve launched a pilot with maybe a chatbot, a generative AI search tool, custom agents, or a focused use case tied to a specific business problem. And often, that pilot works.

For years, Digital Supply Chains were framed as a technology story focused on AI, automation, robotics, predictive analytics, and real-time visibility.

The Illusion of “Good Enough” Data