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Do Your Business Process Metrics Measure Up?

Strategy Driven

Peter Fingar, co-author of Business Process Management : The Third Wave , then asks these measurement corollaries in his 2013 article “How Do Your BPM Metrics Measure Up?”. Set Clear, Specific Goals – The leaders must have clear goals and they need to articulate them. Are we doing things right?

Metrics 52
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Macro Maps Help You Align Processes and Strategy

Strategy Driven

When organizations first start doing process improvement they use a myriad of ways to decide which processes to improve first, such as: IT bought some software and needs to install it, so let’s look at the current process first. A department wants to improve the process because it would help in a key initiative.

Process 58
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Five Coaching Tips to Help Business Process Management Leaders Succeed

Strategy Driven

The question is, do your executives have the skills and experience to lead a cross-functional process focused organization? This blog focuses on how to motivate, engage, and coach the Executive Sponsor and Process Owner during a Business Process Improvement (BPI) project. The Process Owner is oriented inward toward the process.

BPM 56
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The Big Picture of Business – Visioning Scope: Applying Vision Toward Your Organization’s Progress

Strategy Driven

Visioning is the process where good ideas become something more. Usually, management has not yet articulated their own individual values, let alone those of the organization. This process helps to define and develop value systems to create success. Identify strategic objectives and goals. What do we want to become?

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5 Early Warning Signals for a BPI Project

Strategy Driven

Can you recognize the early warning signals that derail a business process improvement project? Many articles have been written about what makes process improvement projects fail and usually they list critical success factors. But the real question is how do you recognize the leading indicators in a process? Having no charter.

Project 58
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The Big Picture of Business – Achieving the Best by Preparing for the Worst: Lessons Learned from High-Profile Crises, part 4 of 4

Strategy Driven

The goal was to keep litigation from occurring, which was met. Another energy industry client operated coal mines. Thirdly, the communications process served to glean research data that we needed to upgrade the center, its tenant mix and security issues. The process of strategy development is not esoteric.

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Achieving the Best by Preparing for the Worst: Lessons Learned from High-Profile Crises, part 1 of 4

Strategy Driven

For many years, we will be measuring how loss of corporate credibility has tainted all facets of business, in terms of remediation, replacement, litigation, make-good, rework, damage control, recovery process, settlements to victims, decreased stock market value and sagging retail sales. Rebuilding the community image.

Crisis 60