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 151 - 160 of 238 resources matching your criteria.

Insights on the Road to Implementing Process Based Management

The presentation will detail insights from case studies and ongoing research by the CAM–I Program including: 1) Key principles of Process Based Management. 2) The key learnings from the case studies. 3) An assessment framework to determine how an organization is doing on the road to becoming a process – based organization. 4) Current research on the Implementation Roadmap

Reengineering State Government – Rhode Island Case Study

Discussion of the State of Rhode Island’s Fiscal Fitness Reengineering effort. Topics would include:
  • Current challenges facing the State
  • Fiscal Fitness Program, mission, goals and objectives
  • Methodology Used
  • Project Organization
  • Results to Date
  • Lessons Learned
  • Open discussion
  • Case Study: Business Aligned Decision Framework Approach Provides a "Disruptive" Enabler for Dramatic Improvements in Business Process Management

    While organizations may recognize the importance of Business Process Management, the question is "where is the focus!" Most gated business and engineering processes are focused on the "stop the bleeding" or "go-no go" gate decisions. The decision-centric process that will be discussed in this presentation is focused on the value creating decisions between the gates. Document-based processes focus on document artifacts as the control point (e.g., whitepapers, spreadsheets, PowerPoint's, static models, …) whereas Information/knowledge-based processes (a.k.a. decision-centric processes) focus on value creation and thinking nodes as the control points, where documents are not the focus of the process, but just a view or snapshot into the process. In addition, business, technical, and market requirements that should be driving the process are often incomplete or missing until far into the development cycle. To make things worse, the documents and forms that are used to pass the requirements to the implementation teams are often missing the rationale behind the choices and trade-offs made up-stream, with this resulting ambiguity leading to unnecessary re-work, delay and ultimately escaped defects, being introduced by the implementation teams. This presentation introduces a Decision Framework that supports this decision-centric process. The method organizes and communicates value-added thinking as "Decision Networks." Decision Networks provide a scalable approach for dealing with the complex relationships among many layers of requirements and solutions.

    Aligning Organizational Performance

    Achieving organizational results is not due to the technical elegance of an organization’s measurement system but whether the right things are measured and whether managers know what to do with the performance feedback they receive. In this presentation, a model is provided that has been used in numerous corporations to assist managers at multiple levels to align their goals, measures, and actions to ensure consistent achievement of organizational results.

    Creating the "To Be" Process

    Case Study: Improve Business Performance with BPM

    A Game Plan for HR Process Compliance in 2006

    Last year, leading companies like Allianz Life, Dell and Pfizer tackled compliance and process improvement at the same time. There chose many different HR processes to automate – ranging from new hires and pay changes to computer access requests. In each case, the companies recognized that an investment in technology was required to gain better control over their processes.

    Creating the Perfect Storm for Customer Retention Process Improvement

    Successful Sales and Marketing departments are dynamic torrents of process-driven activity. A calm day in the sea of sales means revenue opportunities are being lost or going by the wayside. This is just as true in customer retention as it is in customer acquisition.Once a prospect signs on the dotted line and becomes a customer, effective processes need to be in place to monitor, measure and manage customer satisfaction and loyalty and, in turn, maximize each customer's value.

    Successful Process Improvement Requires the Right Mindset

    Proven Steps to BPM Success

    As more and more vendors enter the market and try to stake a claim to the BPM opportunity, a few leaders have emerged to create a new era of business process management – an era defined by solutions that combine flexibility with a full spectrum of process capabilities. An era defined by vendors partnering with thought-leading business and government organizations to look at processes in terms of their ability to drive organizational growth. The era of “breakaway BPM”. In this Webinar, David Holliday, CTO for Advanced Management Technology, Inc.

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