Give the People What They Want

Becky Partida's picture

We’ve been getting a lot of feedback on the content in the Knowledge Base. So far the majority of the feedback has indicated that you are satisfied with our content. We’ve also gotten some requests for content on specific topics. Here are a few of these topics, along with content that may be just what you’re looking for.

Reduce Compliance Risk with Strong Control of Debt Covenants

Mary Driscoll's picture

A recent survey of finance executives found that many companies overlook or minimize 
so-called debt covenant compliance risk. This is the risk that a company could default on a bank loan because it failed to keep promises spelled out in a loan agreement.

Everything You Ever Wanted to Know About Communities

Lauren Trees's picture

When we surveyed our members about our Knowledge Base this summer, almost 10 percent of you said you wanted more content on communities of practice. I’m always publishing fresh content on communities and other knowledge sharing approaches, and I promise that APQC’s 2012 publishing plans will take your interests into account. However, I want to make sure you are aware of the reports, articles, and case studies we currently have available on this topic.

Process Improvement: The Job that Never Ends

Michelle Cowan's picture

The goal of process management is to improve performance. Whether the emphasis is customer retention, cycle time, employee satisfaction, efficiency, business growth, productivity, or any other goal, organizations implement process management to improve something. Countless books have been written on the topic, and numerous techniques and methodologies exist to help organizations accomplish these improvements, such as Lean, Six Sigma, and Total Quality Management (TQM).

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.