Resources in Operational Excellence (OPEX)

Our focus on Operational Excellence (OE) is 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 Operational Excellence 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 Operational Excellence.

Displaying 61 - 70 of 263 resources matching your criteria.

The Role of Organizational Change Management in BPM and the Selection of a BPMS

Contributed by:Geoffrey Balmes, Business Architect Executive, Independent Consultant

By: Geoffrey Balmes, Senior Business Architect & Change Management Specialist

Organizational Change Management (OCM) does many things with regard to change initiatives: it raises awareness, manages impact, mitigates resistance, and helps improve adoption. And while these benefits should apply to any change initiative, it is my experience that organizations invest in OCM primarily for technology changes that they expect to have a profound impact on the way they do business.

Measures for Meaning: The Art, Science and Politics of Measures

Contributed by:Shelley Sweet, Faculty Member, BPMInstitute.org and President, i4 Process

By: Shelley Sweet, President, I4 Process Consulting

Corporations track specific financial measures, use operational measures to monitor their core business, and collect some customer satisfaction measures. However, as companies move to a more process-centric approach they need to think about measures for each process and sub process, and these are often not captured today.

Measuring System Quality

By: Charles L. Owen, Distinguished Professor Emeritus, Institute of Design Illinois Institute of Technology

How should the quality of a system be measured? More particularly, how should quality be ascertained when the system is complex and incorporates important components not readily evaluated by quantitative means?

OD or BPM: Pick Only One?

By: Jerry Talley, Independent Consultant

Organizational life is not a natural act. We humans are well suited for the mostly faceto- face interaction of the medium-sized tribe; everything beyond that is a push. It is not surprising that we often find that our organizations do not function as neatly as we might hope. Faced with this challenge, business leaders today have a perplexing choice: Should they work on the work (BPM) or work on the worker (OD)?

Organizational development – one side of this artificial divide – has long pushed for a focus on people.

Three Secrets to Engaging Business and IT in Business Process Management

Contributed by:Shelley Sweet, Faculty Member, BPMInstitute.org and President, i4 Process

By: Shelley Sweet, President, I4 Process Consulting

BPM is unique in offering so much promise while being so generally ignored. Even among companies that actively pursue some level of process improvement, only a few have a process based management structure. At least one reason for our tepid impact is our failure to model an enterprise-wide perspective in the initial launch of process improvement efforts. Gartner Inc. reports that in North America IT leads 42% of the BPM efforts and the Business leads 58% of the efforts.

Passing the Torch

By: Charles L. Owen, Distinguished Professor Emeritus, Institute of Design Illinois Institute of Technology

In First Things First, I made a case for partitioning the front end of the development process into a concept planning phase and a detail design phase. In effect, this separates the "what" from the "how" in the process of creating and giving form to an idea.

The value of this is multifold:

Manage the People or Manage the Process?

Contributed by:Shelley Sweet, Faculty Member, BPMInstitute.org and President, i4 Process

Shelley Sweet, President, I4 Process Consulting

When you are trying to handle a problem, make an improvement, change the culture, or implement a key strategy where do you go first – to manage the people or manage the process?

Consider these four scenarios. Would you approach the situation by managing the people or managing the process? Rate each one against the 5 criteria and think about why you selected the rating. We will come back to these four scenarios at the end at the end of the article and consider them further.

The Value of Improving and Managing Processes

Contributed by:Daniel Madison, Principal, Value Creation Partners

Authors: Pat Dowdle and Jerry Stevens of Process Strategy Group and Dan Madison of Value Creation Partners

What is a process?

A process is a combination of steps and activities that creates some output or result. It represents the flow of work and information through an organization. It is the mechanism for creating and delivering value to a customer.

Process and Department

The Role of Business Architecture and Organizational Change Management in Business Transformation

Contributed by:Geoffrey Balmes, Business Architect Executive, Independent Consultant

By: Geoffrey Balmes, Senior Business Architect & Change Management Specialist

In previous articles I have attempted to make the case for the role of the Business Architect in Organizational Change Management (OCM) and the role of OCM in driving Business Architecture (BA). Clearly this author believes that BA and OCM are tightly coupled. In this article, I present my view on how BA contributes to business transformation through OCM.

The Value of Relationships

By: Charles L. Owen, Distinguished Professor Emeritus, Institute of Design Illinois Institute of Technology

When you grapple with a new idea, where do you start? Most people concentrate on the whole or the parts - either the entity that is the overall idea or the entities that compose it. That we approach ideas in this manner and don't think about them instead as sets of relationships among components seems to be natural. Relationships, if we get around to them at all, are secondary considerations.