Perfecting HR Operations: The HR Shared Services Solution

Elissa Tucker's picture

At the start the year, I identified six priorities for HR. Among them was the imperative for HR to perfect its operations. In the article, Human Capital Management 2011, I wrote:

Change Management: The Heart of Process Management

Michelle Cowan's picture

Without proper change management, you can forget about moving your organization to process management. There is a reason change management is located at the heart of APQC's Seven Tenets of Process Management—number four of seven. All the other tenets, in a way, revolve around change management. The first three—strategic alignment, governance, and process models—lead naturally to change management.

U.S. Congress Passes Three FTAs

Becky Partida's picture

On October 12, the U.S. Congress passed free trade agreements (FTAs) with South Korea, Panama, and Colombia. Originally negotiated five years ago, the agreements must be signed by President Obama before they go into effect.

Process Models: Capturing What We Do and How We Get It Done

John Tesmer's picture

APQC is probably most well-known around the world for its research in knowledge management. We’re not as acknowledged for our process classification framework (PCF), but in my humble opinion, the PCF is just as important as any work we do in knowledge management.

Governance: The Structure and Tools for Effective Process Management

John Tesmer's picture

Governance. The mere utterance of the word evokes thoughts of jack-booted control freaks descending down upon hapless process teams. But it doesn’t have to be that way; modern governance models provide structure, guidance, and support to process owners and workers. By leveraging automation and transparent access to information, today's models reduce governance overhead to manageable levels.

Strategic Alignment: Move in the Right Direction

John Tesmer's picture

We’ve all worked in an organization that feels chaotic. Here’s a common scenario: You’re happily performing a process, doing some work you’ve done dozens of times before, only to find out that the one sub-process you depend on has changed, and not for the better. Another common horror story involves two individuals both improving the same process but not knowing it until they end up playing a sort of process tug-of-war, which usually ends in a standstill resolved by the manager who wields the most influence.

Benchmarking: You Can Do It!

Michelle Cowan's picture

It doesn't take much interaction with APQC before you hear about benchmarking. Our business revolves around collecting data, conducting studies, and sharing information. Our mission is to connect organizations with one another to learn. But did you know that we have dozens of resources to help you benchmark for yourself? Whether you intend to outsource your benchmarking research or use your own resources, we have material to help you put the information you uncover into action.

Paperless Payments—Better Late than Never

Mary Driscoll's picture

The benefits to be gained by paying suppliers electronically have been detailed extensively by APQC’s research staff and other observers. But accounts payable (AP) managers, for a variety of reasons, have clung tightly to the practice of using paper checks for about 75 percent of their vendor payments. Until now, that is.

Knowledge Flow in the Wake of a Merger or Acquisition

Lauren Trees's picture

More and more companies are undergoing mergers and acquisitions to increase their market share and stay competitive. But M&As that look great in the boardroom can create serious challenges for line managers and rank-and-file employees. When two organizations unite, hierarchies and cultures must be combined, processes must be redefined, and a large number of employees must be re-onboarded and connected. And all this needs to get done quickly so that the integrated organization can start accruing the benefits that the merger or acquisition was designed to achieve.

9 Keys to Managing Executive Performance

Elissa Tucker's picture

Now is the time for organizations to focus on executive performance. A recent survey of 1,800 executives conducted by global management consulting firm Booz & Company found:

“The majority of executives in all industries indicate that their companies lack ‘coherence’: They struggle with setting a clear and differentiating strategy, ensuring day-to-day decisions are in line with their strategy and allocating resources in a way that supports the strategy.”