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.

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Displaying 101 - 110 of 241 resources matching your criteria.

Using Staff Frustration to Improve a Process

What is a Process?

Process Architecture in Practice - Getting Value from an Enterprise Process Model

This presentation leverages a real-world case study in which a large, quasi-government organization developed an enterprise process model with over 1,000 diagrams over the past 10 years. We’ll review the drivers behind this initiative, how the model evolved over time, and what we learned along the way. For those thinking about a need for corporate process documentation, this is a great place to start. For those already working on corporate process architectures, you’ll come away with new ideas. This presentation is not “pie in the sky” – you’ll see what it takes to govern this information, the kinds of standards that are put in place, and how this information is leveraged to improve organizational performance.

Process Analysis and Design Topic: Business Process Transformation to Maximize Business Results and Customer Focus - Fortune 100 Case Study

Businesses can no longer take months and months to redesign processes. The Value Chain Requirements Management (VCRM) framework is a customer-focused process that effectively translates strategic business and customer objectives into clearly defined and actionable requirements. These requirements become the basis for streamlining process re-design and implementation. A Fortune 100 company case study will be presented demonstrating the VCRM process methodology and business results of 30%+ reduction in design and implementation time.

Track Chair Keynote: Bridging the Gap between IT & Business: A Proposed Model

One of the most critical issues facing BPM proponents is the perceived gap between business needs and IT methods. According to CIO Magazine, the gap between IT and the businesses it serves continues to be a top issue of CIO’s year after year. This presentation is one of three that together offer a model that IT shops can use to ensure they are effectively aligned and driven by a clear understanding of the business. The presenter is Alan Ramias, partner at The Performance Design Lab and a 25-year veteran in BPM and performance improvement. Alan’s presentation will focus on the components of an effective and complete Business Architecture, while his partners Cherie Wilkins and Rick Rummler will provide companion presentations that drill down into other areas of the model.

The Big Six Sigma Myths

Track Chair Keynote: BPM Beats the Dow: The Value of Process Standards

So many speak about BPM and process, but so few have data on its value, a particularly vexing problem when needing to develop “buy-in” and executive sponsorship for large-scale BPM application and enterprise transformation. This presentation walks through several studies done on the value of the BPM standards in Supply-Chain, Design, and Sales and the clearly measurable benefits of in profitability, revenue, and share value, and ROE which have accrued to lead-edge process management enterprises.

Business Process Management - Time for Change

The Process Advisor's Role

Creating the “To Be” Process

The “To Be” process can be constructed using a variety of approaches. These include process analysis techniques, creativity exercises, benchmarking and best practices, process design principles, and the use of information technology. This presentation will discuss each of these approaches and give appropriate examples.

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Editorial Directors

Gregg Rock
Gregg Rock
Editor & Founder

Andrew Spanyi
Editorial Director

James Taylor
BDM Editorial Director

Jeff Scott
Editorial Director

Claus Torp Jensen
Editorial Director