Harvard Business Review

MARCH 23, 2011

Fed by consultants, gurus, technology vendors, and academics, their enthusiasm for a particular process improvement method takes on a religious tone (as I described in my last post.) Many executives have never recognized this pattern of serial adoption of different approaches to what is essentially the same topic.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Strategy Driven

APRIL 2, 2014

When organizations want to build a process culture, they need to identify leaders for each process improvement effort—namely an Executive Sponsor, Process Owner, Project Lead and Business Process Management (BPM) Team Facilitator. Remember that the Executive Sponsor and Process Owner may be new to these BPM roles.

BPM 56

BPM Process Tips Management 56

Harvard Business Review

MARCH 7, 2011

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). Many companies adopted Six Sigma in the late 1990s.

Six Sigma 15

Six Sigma BPM Process Hammer 15