Resources

Resources

Displaying 71 - 80 of 2138 resources matching your criteria.

Changing the Organizational Leadership DNA to Support a Digital Business

Contributed by:

Samantha BureauJohnson, VP, PMO and BPE, BCBSNC

“You can change everything about your business by changing your thinking about your business” – Zig Ziglar

Every day, I get up inspired and passionate about the opportunities in front of our company, to “Improve the health and well-being of our customers and communities”. This is our rallying call, our lifeblood, and our purpose that fuels our passion. This is the WHAT we are here to do, as we serve our State, as a Health Insurer with a mission and vision of service.

Being clear in the WHAT, with a strong mission, vision and strategy, is an important foundation. Equally important is the HOW we are going to get there. I have the privilege of leading the teams that serve as the Enterprise Business Strategy Activation arm and several change initiatives that are shifting how we think about the business.

Are Your Processes Hi-DEF?

Contributed by:

David Hamme, Managing Director, Ephesus Consulting

Leading an organization requires managers to periodically take a step back and assess the organization’s operations to truly see the cards they have in their hand. An awareness of the current situation gives managers that critical understanding of their strengths and their deficiencies – necessities when plotting a future course of action. Without such knowledge, any strategy or plan floats without connection to reality and this is a surefire way to ensure confusion and chaos reign in the employee ranks.

Gemba Walks – A Foundational Methodology in Enterprise Excellence Deployment

Contributed by:

Rick Hepp, Trainer, Coach & Mentoir for Enterprise Excellence, Consultant and Trainer

As Part of a Business Transformation and Enterprise Excellence strategy, how can the methodologies & tools of Operational Excellence be integrated into Business Strategy?

A foundational Operational Excellence approach was highlighted in a 16MAY18 BPM article around 6 key methodologies … Visual Management, Gemba Walks, 5s, Value Stream Maps, Standard Work, & Kaizen Process Improvement Actions. Visual Management was covered in that article.1Today’s discussion will be around the powerful engagement & empowerment methodology of Gemba Walks.

Tell me more about Gemba Walks

Automating Daily Tasks With Robotic Process Automation (RPA)

Join Gregg Rock, Clay Richardson and Cornelius Pone as they provide you an overview of where and when you can implement Robotic Process Automation (RPA) as well as demonstrate an actual bot automating an arduous task. RPA is something you should consider if you are wanting to reduce risk, redundancy and errors and increase productivity and compliance by automating daily tasks such as the following:

Extract and enter form data
Log into multiple systems
Download reports
Change passwords

What is RPA
Robotic process automation (RPA) is the application of technology that automates workflows of administrative tasks and processes, leveraging artificial intelligence and machine learning to complete and manage more complex work and tasks. Find out how to build your own bots at the end of the webcast.

Business Architecture - A New Depiction

Contributed by:

Richard Hillier, Mr, IBM UK (Formerly)

Introduction

This paper discusses a new depiction of Business Architecture within Enterprise Architecture to bring clarity on how Business Architecture relates to other Architecture domains & to Business Planning.

Author: Richard Hillier (retired Enterprise Architect)

Enterprise Architecture Domains

The above diagram represents a variation on the normal depiction of architecture domains. It’s an attempt to reconcile the older pillars with the newer layers orientations. Crucial to this depiction are components which exist in both the vertical pillars and the horizontal Business Architecture layer as follows:

The Future-Proofing Business Architect: Lessons from the Field

Contributed by:

Dean Heltemes, Senior Director, Ameriprise Financial

"It is always wise to look ahead, but difficult to look further than you can see." - Winston Churchill

The Value Creation System

Contributed by:

Simona Lovin, Director of Operations and Strategic Initiatives, Leidos

“The purpose of business is to create and keep a customer.”(Peter Drucker)

This article proposes a conceptual framework for describing business organizations as complex systems, much like live organisms, whose parts function in an orchestrated manner for the sole purpose of creating customer value.

The impetus behind it was the growing realization that while most business publications focus on the tactical aspects of running a business (the “how” of the business), few tackle head-on are the foundational principles of strong business models (the “why” of a business).

Choosing the Right Methodologies, Tools and Techniques (as appropriate) in Enterprise Excellence Deployment

Contributed by:

Rick Hepp, Trainer, Coach & Mentoir for Enterprise Excellence, Consultant and Trainer

As Part of a Business Transformation and Enterprise Excellence strategy, how can the tools of Operational Excellence be integrated into Business Strategy?

I thought I'd share a view of Operational Excellence (OpEx) that I've used over the years in engaging Leadership as well as during Training and Development classes.

Too often OpEx is viewed as a set of tools to apply ... That couldn't be further from the truth.

OpEx starts with two simple questions - "What's the problem or opportunity for improvement?" and “How does it link to our Business Strategy?”.

Maximizing the Value of Your Product Backlog (Part Two)

Contributed by:

Jamie Cooke, Managing Director, Both Hemispheres, LLC

Valuating and prioritizing your features

The Product Backlog is the heart of defining any Agile solution. The requirements that are identified in the Product Backlog drive the priorities that the Agile development team works on, they establish the scope of the delivered solution, and they ultimately determine the business value that the organization will receive from their Agile investment. This is the second of two articles that provide you with techniques for maximizing the value of the features in your Product Backlog. The first article, Maximizing the Value of Your Product Backlog (Part One): Gathering the full scope of req

Deploying Metrics in an Operational Excellence Initiative

Contributed by:

Marvin Wurtzel, Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

Implementing operational excellence so that the organization benefits is an important question that needs close examination. An operational excellence initiative requires many elements. The model requires the implementation of:

1. Program—What are you deploying and how will you manage it?

2. Leadership—How will leadership lead the program?

3. Processes—What will you be improving?

4. Measurements—How will you know when you are successful?

5. Projects—How will improvement work be parsed into actionable and manageable units?

6. People—After these steps have been thoroughly planned and evaluated, what you have learned will be the foundation for:

7. Strategy—How will you deploy the initiative?