Resources in Organizational Performance

Our focus on Organization Performance (OP) will be on the alignment of strategies, processes, performers, measures, technologies and management to achieve and sustain outstanding levels of performance of the entire enterprise.

Our belief is that organizational performance is achievable only when an organization has defined the major elements that affect performance and aligned them (which often means redesigning them) to support strategies and goals.

Just as often the task of alignment also means ridding the organization of things (practices, policies, organization structures) that impede organizational performance.

Displaying 1 - 10 of 211 resources matching your criteria.

When a Good Design is Not Enough

Contributed by: Andrew Spanyi Managing Director , Spanyi International

In spite of significant advances in both improvement methods and enabling technology, the success rate in implementing complex process redesign projects still hovers around 33% and has not changed that much over the past decade. When a good process design does not get implemented, it’s often due to insufficient focus and attention on accountability, governance, resources and momentum. Results can be compromised whenever there is insufficient attention to one of these factors.

Which is Best for Us? Top Down, Bottoms Up, or Middle Out

Contributed by: Shelley Sweet President , I-4 Process Consulting

This article is the second article in this series. The first, “Why Process Sounds Stupid” was published by BPM Institute in May, 2011.These two articles look at organizational culture and three strategies to become a more process oriented organization.

Process Excellence Success: More Art than Science

Contributed by: Andrew Spanyi Managing Director , Spanyi International

Process excellence is becoming an umbrella phrase to describe the set of improvement methods such as Lean, Six Sigma, Lean Six Sigma, Business Process Reengineering, and technology driven BPM with the objective of improving operational performance. There has been a great deal of attention dedicated to the science of deploying each of these various improvement methods. Indeed, these methods of improvement have become increasingly codified and even commoditized. Much less attention has been focused on the art of succeeding with process excellence.

Process Improvement: How to start and the role of the 3-P's

So you have been through countless meetings and discussions with your peers, managers, executives, and anyone who would be a tad interested in Business Process Management, and how a BPM platform would not only streamline line-of business processes but also improve the overall efficiency of the organization.

Leading Process Change

Contributed by: Andrew Spanyi Managing Director , Spanyi International

Many firms are actually quite good at improving performance on projects of small scope within traditional organizational boundaries and yet they struggle in achieving sustainable improvements to large business processes such as order fulfillment and new product introduction.

What’s the problem? Lack of committed leadership typically surfaces among the top few barriers in practically every survey on the obstacles in making major improvements to organizational performance. Why do leaders continue to struggle in this regard? There are at least three reasons.

Why Process Sounds Stupid

Contributed by: Shelley Sweet President , I-4 Process Consulting

Are you ready to get started improving work flow but just don’t know how? Do you want to build a process based culture? Do you want to buy a BPM suite? These are a few of the questions that organizations ask at one time in their development. But when to address these questions and how to address them depends on your purpose and company culture. And they can’t all be addressed at once.

This article is in two parts:

Standardization or Flexibility- Partners or Enemies?

Contributed by: Shelley Sweet President , I-4 Process Consulting

You probably know experts who state that standardization is critical for work and information processes. They dogmatically declare that you get reduced variability, cost reduction, better quality, and consistency across the organization with standardization. In fact if you don’t have standardization you can’t make improvements because people and business units do the process differently to start!

SOA and Process Modelling

Contributed by: John Moe Principal Consultant , J Moe Associates

Being an ardent advocate of most things BPM and SOA, I am constantly disappointed, but not surprised, to find IT departments investing in development and integration tooling to support SOA that stop short of anything that contains the word ‘process’ in it. E.g. Process Modeller, Business Process Management, Process Engine, etc.

The Role of Organizational Change Management in BPM and the Selection of a BPMS

Contributed by: Geoffrey Balmes Business Architect Executive , WellPoint

Organizational Change Management (OCM) does many things with regard to change initiatives: it raises awareness, manages impact, mitigates resistance, and helps improve adoption. And while these benefits should apply to any change initiative, it is my experience that organizations invest in OCM primarily for technology changes that they expect to have a profound impact on the way they do business.

Measures for Meaning: The Art, Science and Politics of Measures

Contributed by: Shelley Sweet President , I-4 Process Consulting

Corporations track specific financial measures, use operational measures to monitor their core business, and collect some customer satisfaction measures. However, as companies move to a more process-centric approach they need to think about measures for each process and sub process, and these are often not captured today.

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We serve many topics. BPM, BA and SOA have their own communities at BPMInstitute.org, BAInstitute.org and SOAInstitute.org. Other topics listed here have their own dedicated section.