APQC's 2008 Process Measures and Analytics: The Right Data for the Right Decisions study examined how best-practice organizations connect process activities to measures and analytics. This overview outlines the findings from that study and the primary ways organizations are leveraging quantitative analysis to support better business process management (BPM). The full report contains case studies ...
Producing the annual budget doesn't have to take months. APQC's Open Standards Benchmarking has compared organizations who complete the budget in less than three months to organizations with much higher cycle times. This comparison has found that fewer employees, automation and consistent processes can contribute to a quicker completion of the annual budget.
Organizations strive for an effective sales and operations planning (S&OP) process to develop useful and accurate sales and production plans. This brief article includes data from APQC's Open Standards Benchmarking in Supply Chain Planning and best practices from CSCMP's Supply Chain Management Process Standards, second edition.
Looking closely at the typical order-to-cash process in a large organization, there are three distinct levels of process maturity: basic, progressive, and mastery. An organization must pass through the first two levels before mastering a succinct, end-to-end process.
See how best-practice organizations Tata Consultancy Services and Rockwell Collins implement measurement. This article discusses the gains organizations can experience by measuring the performance of their processes and connecting process performance to the achievement of larger business goals.
Understanding the difference between process and functional thinking is essential when implementing business process management initiatives. See how best-practice organizations have made the shift and get descriptions of what an organization looks like at different stages of process integration.
Learn how best-practice organizations allocate funds to business process management (BPM). Based on APQC research, this article explains how resources, funds, and reporting are handled for the BPM programs at top-performing organizations.
This article summarizes APQC's perspective on the importance of knowledge and process maps, the knowledge flow process, and how to link knowledge maps to process maps.
Organizations that manage by process see marked improvements as they integrate cross-functional work with end-to-end goals in mind. APQC's 2005 Business Process Management study examined best-practice organizations that successfully implemented business process management (BPM) enterprise-wide. This overview outlines the major findings uncovered during the study. The full report contains in-depth ...
Top Five HR Process Integrations That Drive Business Value
Integration is the new currency of HR. Empirical research reveals that improving HR process, technology, and data integration to eliminate silos and facilitate cross- functional reporting affords significant business benefits. This whitepaper dives into the top five HR process integrations that provide organizations with the most ...
Jeff Varney, senior adviser and process improvement practice lead at APQC, explains what business process management (BPM) is and how it incorporates all ...
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