Summer Fridays Are Great, But . . .

Elissa Tucker's picture

July was an especially great month to be an APQC employee. We met our performance goals in June and earned the coveted reward of half-day Fridays for all of July. As long as we got our work done and made sure members were taken care of, we were free to take Friday afternoons off and head to the pool, take a nap, get an early start on that weekend road trip, etc. 

How AT&T Made Process Improvement Fun for Employees (Yes it’s Possible)

Holly Lyke-Ho-Gland's picture

I talked to Mary O’Halloran of Knowledge Management Associates and Misti Molitoriss of AT&T about how they were able to defy stereotypes and make process improvement fun.

Mary and Misti will be presenting ‘Fun at Work-How?! Create HR and Business Engagement to Manage More Change’ at APQC’s Process & Performance Management Conference.

What was the deciding factor that made partnering with HR the right choice?

How Binge Watching Game of Thrones Is Like Accelerated Learning

Rachele Collins's picture

Like other “Thronies,” I have been eagerly awaiting the premier of Season 7 of Game of Thrones (GOT) which occurred this past Sunday, July 16. But, perhaps unlike other Thronies, I didn’t actually start watching GOT at all until several months ago, necessitating cramming in content from the first six seasons (or 60 episodes total), in about three months’ time.

Life Hacks For Better Process

Holly Lyke-Ho-Gland's picture

We all have that one relative or friend that is constantly sharing articles or videos on all the ways you can use common household items in ways you’ve never imagined. The deluge of “15 ways to use vinegar” or “plastic bottle hacks” got me to thinking about one of the best parts of my job. Yes that sounds like a stretch but there really is a connection.

Starting the Journey Towards Being a Process Thinking Organization

Holly Lyke-Ho-Gland's picture

I recently talked to David Sebel at Philips Lighting about what goes into starting an organization down the path of setting up a business process management (BPM) vision and strategy, governance, and organization.

Ask Us Answered: How Are Legacy Organizations Transforming Old Processes, and What Are Start-Ups Doing to Streamline?

Christine Kelley's picture

What’s on the minds of other process and knowledge practioners? Ask Us Answered is an APQC blog series that shares a sample of the questions members submit to APQC’s Ask Us service along with the resources and expertise provided.  If you’re an APQC member and have a question you’d like us to answer please Ask Us!

You can also follow us on Twitter @APQC 

How Understanding Behavior Will Improve Process Performance

Holly Lyke-Ho-Gland's picture

I talked to Russ Gould of Kofax about the role of behavioral analysis in improving process outcomes. 

6 Reasons Why Rockwell Collins Has Great Knowledge Management and You Don’t

Lauren Trees's picture

Every knowledge manager is looking for a silver bullet that will make KM successful in their organization. Unfortunately, as many of you know, building a world-class knowledge management program isn’t “paint by numbers.” The best approach depends on the business problems KM is intended to solve, the level of buy-in from senior and middle management, the underlying IT infrastructure, the organizational culture, and a host of other contextual factors.

Cognitive Computing and KM: Brace for Impact

Lauren Trees's picture

Today is Meteor Day 2017, and it has been about 66 million years since a giant asteroid crashed into the Earth, wiping out the dinosaurs. Just last month, a new BBC documentary revealed that it wasn’t the size of the asteroid that did it – it was the fact that the giant object made impact in the worst possible spot, creating massive amounts of vaporized rock.

Digitizing the Supply Chain

Joe Tillman's picture

Digitizing the supply chain is continuing to unfold. In the past week, I’ve spoken to a few organizations about their progress to create the digital supply chain – running the gamut from getting it started in earnest, to full on using it. One thing was clear – no plans are in place to change the measures of performance.