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 228 resources matching your criteria.

Planning for Improved Performance

Business Process Management - What Are Your Standards?

Analyzing the "As Is" Process

How to Select a Metric - How Are You Being Measured?

Managing Processes for Performance

Integrating Lean Six Sigma with BPM to Better Manage Process Performance

Process performance is related to process maturity with an Optimized Process or Level 5 Process being the most mature and robust.  Lean and Six Sigma methodologies may be used to leverage the BPM competencies of a company to achieve optimized processes.  This presentation will view a process from the Lean, the Six Sigma, and the BPM point of view with the goal of illustrating how these methodologies follow similar approaches to problem-solving with each contributing to the final process result. Two case studies will illustrate the integrated approach and the potential impact on financial returns.

Process improvement: A Case Study in Revenue Generation Process Improvement

BPMS Watch: Analyzing and Optimizing Process Performance

Case Study: Gaining A Competitive Advantage From Alliance and Channel Predictive Analytics

In this session, the importance and benefits of collecting alliance and partnership measurement and intelligence data and how it can then be used to improve processes and predict future results will be discussed. The session will discuss how companies can:
  • Provide evidence to support company claims to Stock Analysts regarding the company’s performance predictions for the next quarter and year as they relate to alliance and partnership contribution to revenue and expense 
  • Measure the effectiveness of the programs, processes, people and policies that the company last changed
  • Measure the impacts and effectiveness of changes that are made to your changes
  • Determine the best use of partnership budget dollars and marketing funds based on effectiveness evidence
  • Comply with SOA Governance and continuous process measurement requirements as they relate to its partnerships
  • Predict channel partner future performance with substantiated supporting data
  • Predict the impact of any change in programs, processes, people and policies based on real evidence that includes behavioral, cultural and other non-quantitative data sets
  • Continue to keep partners interested and motivated to sell the company’s products through their continued engagement of the collection of data exercise and by the company making visible changes based on the data results from both the company’s and its partners’ inputs
  • Gain a competitive advantage in its markets through stronger relationships with its partners

Case Study: BPM to Sarbanes-Oxley: Why Don't We Ever Talk?

As the first year of Sarbanes-Oxley (“SOX”) compliance passes, companies are searching for ways to extract value from the ongoing exercise of documenting and testing internal controls.  For SOX practitioners, the tools and techniques of BPM should prove invaluable for improving the financial reporting process.  BPM professionals should find that SOX generates a treasure trove of process documentation, laying the groundwork for process management well beyond financial reporting. Sounds great, but this happy marriage hasn’t happened yet.  Why not, and how do we bridge the gap?

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Business Process Management Jobs

Editorial Directors

Gregg Rock
Editor & Founder
Tom Dwyer
BPM Editorial Director
James Taylor
BDM Editorial Director
William Ulrich
BA Editorial Director
Mike Rosen
SOA Editorial Director