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 181 - 190 of 241 resources matching your criteria.

Process Performance and Maturity Framework

Process performance measurement is dependent on a process maturity and performance framework that defines, measures, and manages business processes.  Two dimensions of process metrics are presented: maturity metrics, and performance metrics.  Maturity metrics complement Six Sigma concepts and provide a more comprehensive analytical framework.  Performance metrics deal with visibility and control of business operations.  Additionally, the framework also accommodates metrics for controllership.  Both dimensions are necessary for continuous process improvement and busines

Panel: BPM Thought Leaders-What's Ahead?

Thought leaders will come together on this panel to discuss the future of Business Process Mgt, from both a business and a technology perspective. What advancements do these visionaries foresee? We'll explore the importance of process improvement strategies within an enterprise and beyond, extending all the way through value chains to customers, partners and suppliers. We'll discuss what it means to be an "adaptive enterprise" and what steps are necessary to get there.

Back to the Future-Lessons Learned From Past Futures

This talk will present some of the key success/failure factors in past efforts at process improvement by automation and then discuss how these factors apply to implementing BPMS in today's organizations.  We will explore the similarities and differences between the process automation of the past 25 years and why it is even more critical in the current business environment to recognize a new way of applying information systems to not just automate business processes, but more importantly to "informate" the work of the "processor" and the manager.

Sarbanes-Oxley Compliance Can Lead to Great Improvements in Company Alliance and Partnership Results

Extreme Competition: The Great 21st Century Business Reformation

Time: 8:45 November 2, 2005 As long as the BPM conversation is restricted to technologists and BPM insiders, it's likely to become just another technique for squeezing out costs and making incremental performance improvements. On the other hand, for some early pioneers where the conversation has reached the boardroom, BPM portends much more. Indeed, there is a Next Big Thing in business, but it's not just about technology and incremental improvement; it's about operational transformation, driven by the emergence of a wired, flat world.

Driving Agility and Performance

Both Business Process Management and Business Rules Management software provide significant value in helping organizations to automate processes and become more consistent in their business operations. Each technology also has its own unique benefits -- this white paper describes the roles and benefits of both, and shows how a combined BPM - Business Rules solution can radically improve the agility, consistency, precision and overall performance of your business.

Fragmented Business Processes Destroy Value

Selecting the Best Method for Process Baselining

Performance Improvement Requires Multi-tiered Approach

Case Study: Best Practices from the Office of the PM: Drive Successful Adoption of BI Standards for Improved Organizational Performance

As organizations consolidate and standardize their BI portfolios, successful global deployments require careful planning and execution to achieve the desired performance improvements. Learn a best practices approach to project planning from the project management office (PMO) perspective. The key to driving successful organizational adoption across the project lifecycle is converging performance improvement initiatives, BI technology, IT/business alignment, and the business user community.

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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