^The APQC Blog

It feels like the world has changed overnight, and knowledge management programs must take a hard look at what they’re doing to ensure KM priorities match organizational realities.

85% of organizations have accelerated or plan to accelerate their use of contingency and scenario planning.

APQC is frequently asked for benchmarks, best practices, and examples for key end-to-end processes, such as order-to-cash (O2C).

When everything looks like a nail you tend to use a hammer. Process and performance management teams have learned over the last few years a reliance on any single tool or methodology is problematic.

As I write this blog, at the end of June 2020, we are several months into dealing with the COVID-19 pandemic. The challenges to employers and workers continue but are evolving.

A knowledge management strategy is useful because it gives your KM effort a concrete purpose and target to work toward.

I recently re-connected with Steve Wunker, managing director of New Market Advisors, about innovation.

In this “new normal” (or “new abnormal”) that we find ourselves in as a result of the pandemic, the number of cyber and fraud attacks have been on the rise, as have their level of sophistication, as “bad actors” seek to take advantage of the situation.

Despite advances in accounting automation, demand for accounting talent is growing. According to a Glassdoor report, accounting and auditing are among the 15 jobs projected to grow most by 2026.

While the entrance into the current state seemed abrupt, coming out of the pandemic appears to be at a slower pace. It is not too soon to begin thinking about “what’s next?” What will we do as we exit this period in our lives?