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 201 - 210 of 228 resources matching your criteria.

BPM – The Rummler Perspective: Improving Organization Results

Time: 8:35 6-28-2005 The understanding that cross-functional processes are the mechanism for delivering value to customers is the greatest management breakthrough of the last 75 years. However, the potential of this important idea to assist executives in the effective management of their organizations remains largely untapped.

The Three "R's" of Information Risk Management

The three “R’s” of information risk management:
  • Risk Metrics
  • Risk Measurement
  • ROI
These are the three core elements of information risk management. Of course these can be subdivided into their respective elements, and, key to their utility, business utility, that is, is their facility for supporting the identification of the ROI (return on investment) of sound information security. Each of these core elements of information risk management is discussed below.

Applying Process Design Principles

Process design principles are distilled best practices from world-class organizations. By using design principles, a team can craft a new process, which in many instances achieves a 50% reduction in time and cost and with much higher quality. In this presentation, case studies will highlight the use of design principles from the author’s own experience.

Case Study: Is Your Business Process Model Earning its Keep or Just Another Pretty Picture?

This session will discuss key components of an enterprise-wide process model and how one organization is using their model to not only understand and improve how their business operates but to make key strategic and operational decisions. A comprehensive process model can help you answer such questions as:
  • Which core business processes will be impacted by the latest IT project?
  • What is the impact of staffing adjustments to the business?

BPM – The Path To Becoming an Adaptive Organization

Time: 9:20 6-28-2005 Seeking operational excellence, leading companies are integrating and optimizing end-to-end business processes spanning functional silos and crossing traditional IT systems' boundaries. In addition to requiring a good integration strategy this trend is forcing companies to adopt process orientation and explore Business Process Management as a technology to orchestrate, optimize and increase the flexibility of critical business processes.

Back To The Future: Lessons Learned From Past Futures

Time: 10:15 6-28-2005 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.

Business Innovation and Optimization - Tying Strategic Intent to Business Outcome

Time: 12:15 PM 6-28-2005 Business flexibility requires that companies be responsive...responsive to customers, suppliers, the market, and competitive threats. But how can you respond if you don't know where you are? And if you don't know where you are, how can you decide where you are going? Business Innovation and Optimization helps you not only to understand clearly the state of your business today, right now, but also to anticipate customer demand, competitor's moves, and market dynamics.

You Can't Implement Enterprise BPM Without An SOA

It takes much more than basic BPM functionality to implement an effective BPM solution. While business process modeling, automation and management are key capabilities; you also need application integration, B2B communications, portal, Business Activity Monitoring and Master Data Management functionality in order to create a framework that can fully support your BPM requirements.

Are You Ready For Extreme Competition? The Process Centric Culture

In the first webinar, we'll discuss that to be able to truly compete in the 21st century, organizations have to be able to react quickly to changing business conditions, be flexible in approaches to competition and manage resources effectively. This webinar will address how to create and manage the evolution of a process-centric culture within your organization that makes your business better suited to compete in today's world of extreme competition. Attendees will learn how best practices, centers of excellence and real execution sponsorship are becoming the critical success factors for the 21st century's industry leaders.
Are You Ready For Extreme Competition?

Business Performance Management Meets Business Process Management

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We serve many topics. BPM, BA and SOA have their own communities at BPMInstitute.org, BAInstitute.org and SOAInstitute.org. Other topics listed here have their own dedicated section.

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Editorial Directors

Gregg Rock
Editor & Founder
BPMInstitute.org
Tom Dwyer
BPM Editorial Director
BPMInstitute.org
James Taylor
BDM Editorial Director
BPMInstitute.org
William Ulrich
BA Editorial Director
BAInstitute.org
Mike Rosen
SOA Editorial Director
SOAInstitute.org