^The APQC Blog

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

Organizations looking for how to improve the recruitment process often start by trying to hire faster. Speed matters, but APQC’s research shows that the best recruiting functions do more than reduce time-to-fill.

Big data becomes useful when it is connected to the knowledge people need to make decisions. Organizations collect enormous volumes of information from systems, documents, interactions, transactions, and work processes, but volume alone does not create value.

ERP consolidation is becoming a finance priority for organizations looking to simplify finance and operations. But as companies grow, acquire businesses, and expand globally, they often end up with multiple ERP platforms.

There’s something that happens when you sit in a room full of process practitioners from completely different industries.

At first, it feels like everyone must be dealing with totally different challenges. Different business models, different structures, different levels of maturity.