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 111 - 120 of 234 resources matching your criteria.

A Framework for Making Better Decisions During Product Definition

Traditional data driven decision-making frameworks work best when the options are well defined and uncertainty is low about future states. The fuzzy front end of product development is rarely characterized by these qualities, but companies often use traditional tools when choosing between potential opportunities. These traditional tools (e.g DCF analysis) tend to favor ideas that are low risk and not very innovative.

Can Six Sigma and Business Process Management Coexist?

Why are Business Process Management and Six Sigma needed in today’s business environment?

Case Study: Metric Development

Pinnacle West Capital Corporation is a public company that provides electrical power to over 1,000,000 customers in the Southwest United States. It took over 100 years to obtain that many customers. The next 1,000,000 customers will be added during the next 10 years. The Center for Process Excellence was formed over two years ago to integrate Continuous Improvement into the various business units of the company. In this case study, we will explain how Metrics are developed and put in place within the organization.

Rapid BPM-Based SOA: The Recipe, and Results

Integration of Framework-Based BPM techniques into an IT organization results in very rapid and precise development of IT architectures, using predefined process categories, and metrics. This presentation reviews how SCOR was used in a $80B high-tech merger to define the future-state SOA, and what were the 2-3 year outcomes. A ‘recipe’ is presented for how to accomplish SOA using the framework based approach in multiple business domains.

Aligning Organizational Performance

Can Six Sigma and Business Process Management Co-Exist?

Where It Begins: The Super-System View

The Eight Wastes in a Process

Where Have All the Leaders Gone? The Long-Lost Executive Process Improvement Project

Case Study: Applying Process Design Principles

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