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If any of these topics interest you, or to view the full list of topics, please contact Cathy Hill at firstname.lastname@example.org.
While the finance function is always interested and involved in planning for and mitigating risk in the organization, the current pandemic and economic shock is bringing the topic of risk to the very forefront of every organization’s agenda again. APQC has conducted four projects on enterprise risk management in the past (the last in 2014). And according to “voice of the member” research conducted in early 2020, the interest level is still high from APQC’s members in this topic.
Organizations are becoming more agile in how they approach strategy and operations. As a result, they must also become agile in how they conduct workforce planning. This APQC research study will leverage APQC’s unique expertise in process, benchmarks, and best practices to report out on how organizations are conducting workforce planning today. It will explore to what extent and in what ways organizations are using traditional versus more agile workforce planning methods. The research will also explore the extent to which current workforce planning approaches are proving sufficient for responding to pandemic-driven business changes and whether organizations using agile approaches report being better able to respond.
Identifying improvements is a natural extension of foundational process-related work. Once the organization has established a common framework and mapped out its processes, it can then use the information it gathered during the current state assessments, process discovery, and mapping activities to identify improvement areas.
However, most organizations stall after they standardize and map their processes. Organizations lack the foundation for making process work actionable, providing organizational value through performance management, and making objective decisions about improvement opportunities.
In this project, APQC will analyze the skills desired in publicly posted job descriptions for procurement and sourcing roles. Using text analytics, we will compare the posted skills to the top skills identified in our 2019 research on “Identifying and Developing the Future Skills Needed in Sourcing and Procurement.” Are companies seeking employees with the skills needed for tomorrow? Or are they hiring for the skills needed yesterday?
Sustainability used to mean that a company is green or environmentally friendly. This definition is continuously evolving and now includes a much broader definition such as the triple bottom line approach to sustainability: planet (environment protection/impact), people (social good/equity), and profits (economic prosperity).
APQC intends to conduct a survey to align with the Global Reporting Initiative, and its characteristics and components of sustainability. The APQC study will include climate/environment, human rights, governance, and social well-being.
APQC intends to investigate how organizations are:
- Incorporating energy and sustainability into planning
- Responding to social injustice issues
- Interacting with the world around it in terms of being good corporate citizens and community partners
- Conducting environmental impact assessments – such as supply-chain’s impact on climate
- Becoming a target for sustainable investment – Are investors truly interested in organizations that are socially responsible? Does this broader definition of sustainability produce long-term value?
- How are organizations integrating sustainability with strategy, mission, values, and execution?
Organizational Agility is defined as the ability to identify opportunities and risk quickly and execute on the opportunities and risks that align with the organization’s overall strategy. The COVID-19 pandemic has been a wake-up call that organizations need to ensure business continuity in the face of the next black swan event and bolster the flexibility of their decision-making practices and responsiveness to the implementation of new initiatives.
Specifically, APQC wants to explore organizational agility as defined by two capabilities:
- Strategic responsiveness—ability to sense/identify new risks and opportunities and respond to them quickly.
- Example measures include number of new ideas, ratio of ideas to new initiatives.
- Cycle times
- Reporting practices
- Business analysis
- How organizations are using productivity measures to monitor organizational health
- Organizational flexibility—the ability to shift execution rapidly. This includes the company’s ability to put in place or adjust processes, organizational structure, resources, and systems to take advantage of new risks or opportunities quickly.
- Example measures include mobilization of resources, cycle times and decision rights by role.