APQC RSS Feed

Using Metrics that Drive Bottom-Line Value: An Introductory Webinar (Slides)

Chris Gardner, Bob Paladino, and Darcy Lemons — Mon, 06 Feb 2012 23:09:10 +0000

Learn the basics of choosing and using metrics to improve your business performance. These slides, from an APQC Webinar, offer an overview of APQC's 2012 study on metrics as well as insights into effective measurement from subject matter experts Chris Gardner, Bob Paladino, and Darcy Lemons.

Click here to view the full-length recording of this presentation.

Knowledge Management

Using Metrics that Drive Bottom-Line Value: An Introductory Webinar

Chris Gardner, Bob Paladino, and Darcy Lemons — Mon, 06 Feb 2012 22:58:49 +0000

Learn the basics of choosing and using metrics to improve your business performance. This Webinar offers an overview of APQC's 2012 study on metrics as well as insights into effective measurement from subject matter experts Chris Gardner, Bob Paladino, and Darcy Lemons.

Click here to view the slides from this presentation.

Knowledge Management

HR Benchmarks at a Glance

APQC — Mon, 06 Feb 2012 15:21:30 +0000

Prepared using APQC’s Benchmarks on Demand tool, this table highlights important measures and median metric values for major human capital management processes. Metrics provided include:

HR function budget,
Employee turnover rate,
Number of learning days,
Number of vacation days, and more.

Human Capital Management

Knowledge Transfer and Elicitation - January 2012 KM Community Call

Gary Colet — Fri, 03 Feb 2012 16:44:58 +0000

Today’s organizations are constantly looking for ways to identify critical knowledge, capture it, and make it available to those who need it. In this one-hour recording, Gary Colet shares his insights from several years of facilitating successful knowledge elicitation interviews and administering the “Knowledge Retention and Transfer” special interest group at the Knowledge and Innovation Network, part of Warwick University Business School. Colet talks through various elements of knowledge transfer, including:

Knowledge Management

Using Enterprise Quality Measurement to Drive Business Value - Chemonics International Case Study

APQC — Thu, 02 Feb 2012 21:56:32 +0000

Chemonics International discovered quality management because of a government contract that required ISO9001. As the international development organization began implementing quality management processes, it realized just how much the organization could benefit from a more widespread, integrated quality management system. Learn how Chemonics International used ISO9001 to develop a targeted strategy for quality.

Knowledge Management

Using Enterprise Quality Measurement to Drive Business Value - Altera Corp. Case Study

APQC — Thu, 02 Feb 2012 21:48:26 +0000

Customers demand quality, and in Altera's high-tech industry, the stakes are even higher. Learn how an organization that measures quality in micrometers manages their quality for greater customer value. This case study, from APQC's Using Enterprise Quality Measurement to Drive Business Value report, includes scorecard examples and objectives.

Knowledge Management

Using Enterprise Quality Measurement to Drive Business Value (Best Practices Report)

APQC — Thu, 02 Feb 2012 21:44:46 +0000

Organizations have long recognized the need to assess the quality of products and services, but only in the past few years have a substantial number of organizations pursued the measurement of enterprise-wide quality. Business success depends on quality processes and outcomes at every level. This report investigates the foundational practices every organization needs to successfully evaluate quality as well as the emerging practices a few leading organizations are employing to stay on top of their quality efforts.

Knowledge Management

Using Enterprise Quality Measurement to Drive Business Value: Study Overview

APQC — Thu, 02 Feb 2012 21:37:55 +0000

Organizations have long recognized the need to assess the quality of products and services, but only in the past few years have a substantial number of organizations pursued the measurement of enterprise-wide quality. This overview briefly explains the findings and insights APQC gained during its 2011 Using Enterprise Quality Measurement to Drive Business Value study.

Knowledge Management

Knowledge Transfer and Elicitation (Slides)

Gary Colet — Wed, 01 Feb 2012 23:43:49 +0000

These are slides from APQC’s January 2012 knowledge management (KM) community call. The call featured Gary Colet sharing his insights from several years of facilitating successful knowledge elicitation interviews and administering the “Knowledge Retention and Transfer” special interest group at the Knowledge and Innovation Network, part of Warwick University Business School.

Knowledge Management

Now in the Knowledge Base: Knowledge Management

Lauren Trees — Tue, 31 Jan 2012 20:53:54 +0000

This Webinar recording provides an overview of the knowledge management (KM) resources available through APQC's Knowledge Base Web site. The recording features APQC Knowledge Specialist Lauren Trees describing the topics and issues that APQC includes within its KM discipline. Trees also provides recommendations of recently published reports, best practices, case studies, white papers, articles, and presentations focused on key KM topics and offers insight into future publication plans.

Knowledge Management

Now in the Knowledge Base: Knowledge Management (Slides)

Lauren Trees — Tue, 31 Jan 2012 20:47:02 +0000

These are slides from APQC’s Now in the Knowledge Base: Knowledge Management Webinar, given by APQC Knowledge Specialist Lauren Trees on January 31, 2012. The presentation outlines KM resources available in APQC’s Knowledge Base, focusing on new content added in the latter half of 2011. Toward the end of the presentation, Trees offers insight into APQC’s future publication plans and shares tips for getting the most value out of the Knowledge Base.

Knowledge Management

Spend Analysis Delivers Big Benefits

Becky Partida — Mon, 30 Jan 2012 21:57:14 +0000

In an effort to identify long-term savings, organizations often turn to spend analysis, or the process of assessing the who, what, when, where, why, and how of the organization's expenditures.

This article, originally published in the January/February 2012 issue of Supply Chain Management Review, outlines some of the benefits to supply chain operations obtained by organizations that have initiated spend analysis.

Supply Chain Management

Now in the Knowledge Base: Financial Management

APQC — Thu, 26 Jan 2012 19:54:48 +0000

In this recording, APQC’s financial management (FM) team provides an overview of the financial and accounting resources available through APQC's Knowledge Base Web site. FM senior finance expert, Mary Driscoll, presents a guided tour of the best practices in finance, planning, and performance, including the metrics and thought leadership APQC provides within its FM discipline. Mary also provides insight into the subject matters FM is presenting in the upcoming year.

Financial Management

Now in the Knowledge Base: Financial Management (Slides)

APQC — Thu, 26 Jan 2012 16:03:36 +0000

In this presentation, APQC’s financial management (FM) team provides an overview of the financial and accounting resources available through APQC's Knowledge Base Web site. FM senior finance expert, Mary Driscoll, presents a guided tour of the best practices in finance, planning, and performance, including the metrics and thought leadership APQC provides within its FM discipline. Mary also provides insight into the subject matters FM is presenting in the upcoming year.

Financial Management

Cycle Time in Hours to Place Purchase Order

APQC — Tue, 24 Jan 2012 21:49:28 +0000

APQC's perspective on Open Standards Benchmarking in Procurement data related to the cycle time to place a purchase order.

Supply Chain Management

Total Procurement Cycle Cost per $1,000 Purchases

APQC — Tue, 24 Jan 2012 21:46:46 +0000

ISBN:

APQC's perspective on metric data from APQC's Open Standards Benchmarking in Procurement related to Total Procurement Cycle Cost per $1,000 Purchases.

Supply Chain Management

APQC's Procurement Tune-Up Diagnostic

APQC — Tue, 24 Jan 2012 21:38:42 +0000

Examine the four essential metrics included in this diagnostic - total procurement cycle cost, purchase orders processed per FTE, number of procurement cycle FTEs, and purchase order cycle time - to ensure that your practices will keep you running ahead of the competition. Updated for 2012, APQC's procurement tune up highlights recent Open Standards benchmarking data you can compare with your organization's performance to make sure your processes are on track.

Supply Chain Management

Interactive Procurement Tune Up Diagnostic

APQC — Tue, 24 Jan 2012 21:36:31 +0000

Updated for 2012, compare your essential procurement metrics against your peers in this interactive spreadsheet.

Supply Chain Management

Now in the Knowledge Base: Human Capital Management (Slides)

Elissa Tucker — Tue, 24 Jan 2012 18:53:59 +0000

Learn about APQC’s most recent research on topics including:

Human Capital Management

Now in the Knowledge Base: Human Capital Management

Elissa Tucker — Tue, 24 Jan 2012 18:49:11 +0000

Learn about APQC’s most recent research on topics including:

Human Capital Management

Don't Ignore DSO, Especially if You're Cash-Rich

APQC — Fri, 20 Jan 2012 19:41:23 +0000

It’s possible to deliver significant bottom-line benefits by improving processes that impact working capital levels. This article, which first appeared in Business Finance, uses metrics from APQC’s Open Standards Research on accounts receivables processes to examine the time it takes to get error-free invoices out to customers. It then demonstrates the hard-dollar benefit of speeding things up. The actual cash savings is impressive.

Financial Management

Intel Corporation Financial Planning and Analysis

APQC — Fri, 20 Jan 2012 19:26:14 +0000

Intel’s corporate finance group has long been known as a beacon of innovation and continuous improvement among the U.S. finance community at large. This case study focuses on how Intel’s financial planning and analysis function is structured, and how it operates in solid alignment with business decision makers. The case documents a number of best practices in action.

Financial Management

2012 KM Conference and Training Logistics

zellis — Thu, 19 Jan 2012 10:20:21 +0000

Logistics

All pre-conference training and conference events will take place at The Houstonian Hotel, Club & Spa and APQC headquarters (located adjacent to The Houstonian).

2012 KM Conference and Training Pricing

zellis — Thu, 19 Jan 2012 10:06:31 +0000

2012 Pricing

Early-bird pricing for the conference ends March 26, 2012.

Knowledge Management Conference	Member Price	Nonmember Price
Early-Bird	$1395	$1595
After March 26, 2012

2012 KM Conference and Training Workshops

zellis — Thu, 19 Jan 2012 09:47:26 +0000

2012 Pre-Conference Training

Monday, April 23

Knowledge Management Strategy (1 day)

2012 KM Conference and Training Breakouts

zellis — Wed, 18 Jan 2012 22:47:11 +0000

2012 Breakout Sessions

As always, we’ve selected a well-rounded and engaging group of breakout session presenters. We’re especially happy to have so many new faces, with only two presenters who have spoken in the past two years. View descriptions of each breakout session sorted by date and time block below.

Now in the Knowledge Base: Supply Chain Management

Becky Partida — Wed, 18 Jan 2012 22:29:01 +0000

This recorded Webinar offers an overview of the Knowledge Base content in Supply Chain Management and Product Development. APQC Knowledge Specialist Becky Partida explains the types of content in the Knowledge Base as well as content added in the last half of 2011.

Click here to download the slides from this presentation.

Supply Chain Management

2012 KM Conference and Training Keynotes

zellis — Wed, 18 Jan 2012 19:28:26 +0000

2012 Keynote Speakers

Dr. Carla O'Dell
President, APQC

Now in the Knowledge Base: Supply Chain Management (Slides)

Becky Partida — Wed, 18 Jan 2012 16:49:42 +0000

Click here to listen to the full-length presentation.

Supply Chain Management

2012 KM Conference and Training Agenda

zellis — Tue, 17 Jan 2012 23:25:50 +0000

2012 Agenda-at-a-Glance

Monday, April 23 Pre-Conference Workshops Day 1
8:00 a.m.	Registration and Continental Breakfast
8:30 a.m.	Knowledge Management Strategy	Knowledge Mapping

Now in the Knowledge Base: Business Excellence (Slides)

Michelle Cowan — Tue, 17 Jan 2012 20:04:19 +0000

These slides serve as a guide for individuals curious about the content available in APQC's Knowledge Base related to business excellence and how to find it. In them, APQC knowledge specialist Michelle Cowan explains the topic areas included in the Knowledge Base for all members (e.g., business process management, benchmarking, measurement) and lists links to specific examples of top-notch content.

Click here to listen to the full-length presentation.

Knowledge Management

Now in the Knowledge Base: Business Excellence

Michelle Cowan — Tue, 17 Jan 2012 20:00:07 +0000

In this Webinar, APQC knowledge specialist Michelle Cowan describes the content available in APQC's Knowledge Base related to business excellence and how to find it. She explains the topic areas included in the Knowledge Base for all members (e.g., business process management, benchmarking, measurement), presenting specific examples of top-notch content and how it can be used to improve business performance.

Click here to download the slides from this presentation.

Knowledge Management

Introduction to Process Frameworks

Diana Davis and John Tesmer — Thu, 12 Jan 2012 20:37:49 +0000

In this recording, Process Excellence Network's Diana Davis interviews APQC's John Tesmer about process frameworks, why they are used, how organizations benefit from them, and what organizations can learn from current trends and resources. This interview originally aired as part of Process Perspectives, a podcast series by Process Excellence (PEX) Network.

Knowledge Management

Employee Performance Management Systems: Checklist for Identifying Weaknesses and Planning Improvements

APQC — Thu, 12 Jan 2012 16:42:09 +0000

Many performance management systems are not performing. APQC created this checklist for organizations seeking to improve. The items on the checklist are organized into four sections:

Design—structuring the system for success,
Prepare—building commitment and competence,
Implement—adhering to the plan, and
Evaluate—identifying areas for improvement.

Human Capital Management

Performance Management Resource List

APQC — Thu, 12 Jan 2012 16:24:37 +0000

This resource list is APQC’s guide to current, high-quality content on managing employee performance. Hyperlinks have been included for resources that are freely available via the Knowledge Base or the Internet.

Human Capital Management

Executive Performance Management Essentials: Integration with Other Talent Processes

APQC — Thu, 12 Jan 2012 15:59:26 +0000

Organizations with effective executive performance management systems integrate executive performance management with other talent management processes. This article explains how these organizations use information and technology to foster these connections.

Human Capital Management

Summary of Open Standards Benchmarking Measures: Create and manage HR planning, policies, and strategies

APQC — Thu, 12 Jan 2012 05:00:00 +0000

Measures help an organization understand its operational performance relative to internal and external benchmarks (e.g., industry average and top performers). To ensure appropriate comparison, measures should be normalized to reduce the impact of organizational scale. Normalization puts the metric on a common unit basis (e.g., cost per unit). While most measures contained in this material are normalized, some will require normalization before proper comparisons are possible.

Human Capital Management

Summary of Open Standards Benchmarking Measures: Planning and management accounting

APQC — Tue, 10 Jan 2012 05:00:00 +0000

Financial Management

Summary of Open Standards Benchmarking Measures: General Accounting and Reporting

APQC — Tue, 10 Jan 2012 05:00:00 +0000

Financial Management

Building a Best-in-Class Finance Function

smarzuola — Mon, 09 Jan 2012 19:35:53 +0000

Building a Best-in-Class Finance Function

What is this study about?

Our newest finance study tracks efforts by large organizations to transform the role of their finance functions from that of scorekeeper and transaction manager to a strategy-focused business partner that helps to drive growth and profitability. This transformation involves:

Fast Forecasting is Not Negotiable

APQC — Fri, 06 Jan 2012 16:14:59 +0000

Can your finance organization complete a financial forecast fast enough? Unexpected swings in commodity prices and currency values of the magnitude seen recently can quickly decimate plan assumptions. When financial reforecasting is too slow, the business cannot respond effectively with contingency plans, and that can seriously damage investor confidence. The following commentary by APQC’s Mary Driscoll first appeared in Business Finance. She presents metrics from APQC’s Open Standards Benchmarking database to justify investments to speed-up forecasting capabilities.

Financial Management

Financial Planning and Analysis at Clarient Inc.

APQC — Mon, 02 Jan 2012 19:47:12 +0000

To satisfy shareholders, auditors, and boards of directors, organizations must provide granular analysis of past performance and reliable profitability forecasts. These requirements add pressure and visibility to financial planning and analysis (FP&A). This case study explains how Clarient Inc., a health care diagnostic services organization, successfully supports and guides FP&A.

Financial Management

Successful Financial Planning and Analysis at AT&T

APQC — Mon, 02 Jan 2012 19:43:45 +0000

Financial Management

Under Armour: Protecting Its Brand Through Financial Planning and Analysis

APQC — Mon, 02 Jan 2012 19:33:38 +0000

To satisfy shareholders, auditors, and boards of directors, organizations must provide granular analysis of past performance and reliable profitability forecasts. These requirements add pressure and visibility to financial planning and analysis (FP&A). This case study explains how the athletic retail giant Under Armour successfully supports and guides FP&A.

Financial Management

Financial Planning and Analysis at Infosys Ltd

APQC — Mon, 02 Jan 2012 19:29:48 +0000

To satisfy shareholders, auditors, and boards of directors, organizations must provide granular analysis of past performance and reliable profitability forecasts. These requirements add pressure and visibility to financial planning and analysis (FP&A). This case study explains how Infosys, an IT consultancy and business services organization, successfully supports and guides FP&A.

Financial Management

The Transformation of Financial Planning and Analysis at Discovery Communications

APQC — Mon, 02 Jan 2012 19:19:52 +0000

To satisfy shareholders, auditors, and boards of directors, organizations must provide granular analysis of past performance and reliable profitability forecasts. These requirements add pressure and visibility to financial planning and analysis (FP&A). This case study explains how Discovery Communications, the media company behind the Discovery Channel, Animal Planet, and TLC, successfully supports and guides FP&A.

Financial Management

Financial Planning and Analysis at Mutual of Omaha

APQC — Mon, 02 Jan 2012 18:43:21 +0000

To satisfy shareholders, auditors, and boards of directors, organizations must provide granular analysis of past performance and reliable profitability forecasts. These requirements add pressure and visibility to financial planning and analysis (FP&A). This case study explains how Mutual of Omaha successfully supports and guides FP&A.

Financial Management

Workforce Capabilities Fall Short

APQC — Thu, 22 Dec 2011 17:45:52 +0000

How many days does it take for your organization to close a skills gap? Use this article, reprinted from the Fourth Issue 2011 of the Association for Manufacturing Excellence's Target magazine, to benchmark your organization's ability to manage skills gaps.

Human Capital Management

Financial Planning and Analysis: Raising the Quality Standard

APQC — Thu, 22 Dec 2011 15:09:09 +0000

With competition tougher than ever, and investors unwilling to tolerate mistakes, (FP&A) teams must help operating managers make better decisions. In that vein, many FP&A leaders are accumulating new talent and technology. Others are engaging in dramatic restructurings. Some teams are focusing new forecasting techniques. This white paper is a digest of some of the best presentations given by FP&A pioneers at IE Group’s FP&A Summit, which convened in Boston in September 2011.

Financial Management

The Role of Evolving Technologies: Study Overview

APQC — Wed, 21 Dec 2011 23:48:59 +0000

In 2007, APQC conducted a Collaborative Benchmarking study to identify best practices for using Web 2.0 and social computing technologies to help employees collaborate and share knowledge.

Knowledge Management

Teach Employees Which Knowledge Management Tool to Use in Which Situation

APQC — Tue, 20 Dec 2011 21:38:22 +0000

Given the vast portfolio of knowledge management (KM) and collaboration tools available inside many organizations, it can be difficult for employees to determine which tool is the right one for their purposes. According to APQC’s Collaborative Benchmarking research, some best-practice organizations provide checklists and guidelines to help employees navigate KM toolkits, but others have developed more unique tactics to ensure that employees select the knowledge sharing tools best suited to their needs.

Knowledge Management

Adopt a Standard, Enterprise Approach to Knowledge Management

APQC — Tue, 20 Dec 2011 21:30:32 +0000

APQC’s Collaborative Benchmarking research reveals that best-practice organizations adopt an enterprise approach to KM, rather than splitting their focus across myriad local solutions. This type of consistency offers numerous advantages, from simplicity and standardization to increased efficiency and cost control.

Knowledge Management

Configure Your Knowledge Management Program to Mirror Existing Structures and Workflows

APQC — Tue, 20 Dec 2011 21:22:51 +0000

APQC recommends that organizations design their knowledge management (KM) approaches to reflect their internal structures, technical disciplines, and/or project management capabilities. According to APQC’s Collaborative Benchmarking research, most best-practice organizations choose to structure their communities, expertise location systems, and content management repositories around existing functional areas and workflows. This helps align KM to core work activities and makes participation more valuable to both employees and the organization as a whole.

Knowledge Management

Make Career Progression a Payoff for Employees Who Participate in Knowledge Management

APQC — Tue, 20 Dec 2011 21:13:54 +0000

To encourage employees to get involved in knowledge management (KM), APQC recommends embedding competency development and career progression support in KM approaches. The best-practice organizations in APQC's Collaborative Benchmarking research make it easy for employees to access learning and career resources through communities of practice and knowledge portals. They also create professional development opportunities specifically for people who are involved in knowledge sharing.

Knowledge Management

Determine the Knowledge Management Value Proposition for the Organization and Employees

APQC — Tue, 20 Dec 2011 21:07:04 +0000

According to APQC’s Collaborative Benchmarking research, best-practice organizations build strong business cases for their knowledge management (KM) programs. This involves defining a value proposition for KM that matches each organization’s needs and strategic goals. Once value has been defined at the enterprise level, the next step is to ensure that employees have clear reasons and motivations to embrace KM tools and approaches.

Knowledge Management

Big Changes Can Lead to Big Results

APQC — Tue, 20 Dec 2011 18:08:59 +0000

The pharmaceuticals division of Reliance Industries had an inefficient physical distribution process that was resulting in financial losses. The organization initiated a process redesign that eliminated efficiences and led to profitability.

Click here to see the related presentation from APQC's 2011 Process Conference.

APQC

The Hivemine Usage Optimization Framework (Slides)

David Wachter — Mon, 19 Dec 2011 22:27:18 +0000

These are slides from APQC’s December 2011 knowledge management (KM) community call presentation. The call featured David Wachter, chief marketing officer at Hivemine, discussing Hivemine’s Usage Optimization Framework, a proven methodology for increasing user adoption of KM solutions. Topics included:

Knowledge Management

The Hivemine Usage Optimization Framework - December 2011 KM Community Call

David Wachter — Mon, 19 Dec 2011 22:15:30 +0000

Many organizations have achieved competitive advantage by convincing key employee groups to take advantage of knowledge management (KM) tools and applications. During this one-hour recording, David Wachter, chief marketing officer at Hivemine, introduces Hivemine’s Usage Optimization Framework, a proven methodology for increasing user adoption of KM solutions. Topics include:

Knowledge Management

Practitioner Insights into Process Management: APQC's Process Conference Findings Review (Slides)

APQC — Fri, 16 Dec 2011 18:36:53 +0000

APQC's 2011 Process Conference started several conversations about process management, particularly among those who attended the conference working sessions. In this presentation, APQC's Jeff Varney goes over the conclusions drawn in the working sessions and discusses their implications with call participants.

Knowledge Management

Practitioner Insights into Process Management: APQC's Process Conference Findings Review

APQC — Fri, 16 Dec 2011 18:27:46 +0000

Knowledge Management

Best Practices in Tools and Technology: The Seven Tenets of Process Management

APQC — Thu, 15 Dec 2011 21:50:22 +0000

Tools and technology make process management more efficient and easier to communicate throughout an organization. This article explains how best-practice organizations approach the selection, implementation, and use of tools and technology. Consider these best practices so that you can make the best decisions about which tools to leverage and which technology to invest in.

Knowledge Management

Best Practices in Process Improvement: The Seven Tenets of Process Management

APQC — Thu, 15 Dec 2011 21:42:34 +0000

The goal of process management is to make the organization better—to give it a stronger position in the marketplace, to grow a work force of engaged and motivated employees, to increase productivity and quality, and to net more profits. The key to achieving this goal is not only to understand processes, reorient the business around them, and strengthen communication throughout the enterprise, but to constantly look for opportunities to improve all of those elements.

Knowledge Management

Best Practice Study Proposals-Building a Best-in-Class Finance Function

smarzuola — Tue, 13 Dec 2011 17:02:18 +0000

Thank you for your submission

Please check your email to access the study proposal for Buildilng a Best-in-Class Finance Function.

How Can You Find Out More?

Practitioner Insights into the Seven Tenets of Process Management

APQC — Mon, 12 Dec 2011 22:44:58 +0000

Consultants and researchers can explain process management all day long, but nothing they say will carry more weight than advice offered by organizations that have tried process management. At APQC's 2011 Process Conference, workshop attendees reflected on each of APQC's Seven Tenets of Process Management, and this article contains their insights. Learn from their experience with process management in their own organizations.

Knowledge Management

Elements of Supplier Relationships Vary

APQC — Mon, 12 Dec 2011 17:22:31 +0000

In 2010, 50 organizations responded to a survey on the use of supplier relationship management. Survey responses show that responding organizations are almost evenly split in terms of having formal supplier development programs and rewards for high-performing suppliers. However, most of the organizations have supplier corrective action programs and use regular feedback to improve supplier relationships.

For the full survey results, see Supplier Relationship Management: Survey Summary Report.

Supply Chain Management

Knowledge Sharing in the Flow: Survey Results

Lauren Trees — Mon, 12 Dec 2011 16:47:15 +0000

To maximize the benefits of their knowledge management programs, organizations must not only implement tools and approaches for knowledge sharing, but also embed those tools and approaches in the flow of employees’ daily routines. Employees should view locating and sharing knowledge as part of the way they work, not as separate add-on activities.

Knowledge Management

2012 KM Conference Overview

Fredbobovnyk — Thu, 08 Dec 2011 20:15:13 +0000

APQC's 2012 Knowledge Management Conference and Training

BEYOND KM: THE ROAD TO KNOWLEDGE-DRIVEN EXCELLENCE

As the theme for this year’s conference, we want to move beyond traditional views of KM to focus on knowledge-driven excellence. We will explore how organizations create standardized knowledge processes, integrate them into strategic business processes and the flow of daily work, and then leverage them for the achievement of strategic goals.

Generational Turbulence on the Horizon

Elissa Tucker and Rachele Williams — Thu, 08 Dec 2011 17:18:28 +0000

Generational discord and discontent threaten workforce productivity, knowledge transfer, product innovation, employee retention and organizational leadership. However, examples culled from APQC’s best practices case studies show that organizations can create strategies for mitigating these demographic-driven risks. That is the conclusion of this article, originally published in the December 2011 issue of WorldatWork's workspan magazine.

Human Capital Management

Eight Essentials for Engaging Your Team

APQC — Thu, 08 Dec 2011 17:10:40 +0000

This article presents eight overarching strategies for maximizing team members’ commitment, effort, and loyalty. The strategies were culled from the ebook: 180 Ways to Build Employee Engagement: How to Maximize Your Team’s Commitment, Effort, and Loyalty authored by Brian Gareau and Al Lucia. Additional information on employee engagement is available in this article and in the ebook.

Human Capital Management

Maturity of Supplier Relationship Management Programs

APQC — Tue, 06 Dec 2011 22:15:15 +0000

Responses to a survey on the use of supplier relationship management show that organizations tend to focus less on collaboration with suppliers and more on basic procurement functions. These organizations also indicated that they use either no system or a spreadsheet for supplier relationship management.

For the full survey results, see Supplier Relationship Management: Survey Summary Report.

Supply Chain Management

Improving Regulatory Disclosure Management: Webinar On-Demand (Slides)

APQC and SAP, Inc. — Tue, 06 Dec 2011 18:20:10 +0000

Along with continuing cost pressure, the risks and challenges posed by today’s regulatory environment are prompting many controllers to revisit their decisions to outsource aspects of disclosure management. During this webinar, you’ll hear expert views on the bottom-line benefits of bringing the process entirely in-house. You’ll also learn how to fortify the reporting infrastructure and reduce the risk of error.

Financial Management

Improving Regulatory Disclosure Management: Webinar On-Demand

APQC and SAP, Inc. — Tue, 06 Dec 2011 18:06:58 +0000

Financial Management

Best Practices in Performance and Maturity: The Seven Tenets of Process Management

APQC — Fri, 02 Dec 2011 19:48:39 +0000

Understanding an organization's current level of process management maturity helps leaders make informed decisions about where and how to improve. Measurement enables greater maturity and awareness of how the business operates. This article offers key best practices for creating measurement systems that bolster greater maturity and better aligned performance.

Knowledge Management

Best Practices in Change Management: The Seven Tenets of Process Management

APQC — Fri, 02 Dec 2011 19:44:42 +0000

Change management is at the core of any improvement or initiative. This article explains how best-practice organizations address the cultural and emotional issues associated with implementing process management (or any change), with best practices gleaned from in-depth APQC research.

Knowledge Management

Best Practices in Process Models: The Seven Tenets of Process Management

APQC — Fri, 02 Dec 2011 19:40:59 +0000

Process models aren't tiny add-ons that make process management work better. They are essential to an organization's understanding of its processes and how they interact. Without process models, it would be difficult to visualize which measures to use, where the causes of issues and outcomes lie, and how resources should be allocated. This article, part of APQC's Seven Tenets of Process Management series, describes best practices that can help organizations work more effectively with models.

Knowledge Management

Best Practices in Governance: The Seven Tenets of Process Management

APQC — Fri, 02 Dec 2011 19:37:12 +0000

Governance can make or break process management efforts. Without structure, defined procedures/approvals, or clear roles/responsibilities, process management quickly devolves into chaos. These best practices guide organizations toward governance that sustains and strengthens process management.

Knowledge Management

Executive Performance Management Essentials: Unambiguous Performance Evaluations

APQC — Fri, 02 Dec 2011 18:32:10 +0000

Effective executive performance management systems (EPMSs) provide executives with clear, specific, and actionable assessments of their job performance. This is a key finding of a benchmarking study conducted by APQC and Golden Key Group. This article presents approaches that organizations can take to ensure their executives receive performance feedback that is unambiguous.

Human Capital Management

Supplier Relationship Management and the Use of Supplier Metrics

APQC — Fri, 02 Dec 2011 15:22:53 +0000

In the fourth quarter of 2010, 50 organizations responded to a survey on their use of supplier relationship management. Survey responses show that the level of supplier involvement in the development and monitoring of those performance metrics varies among respondents. These organizations generally do use outcome-based metrics to evaluate supplier performance and tie supplier performance to enterprise-wide strategies.

For the full survey results, see Supplier Relationship Management: Survey Summary Report.

Supply Chain Management

El Paso’s Strategy for KM Engagement and Participation

APQC — Wed, 30 Nov 2011 23:33:16 +0000

In 2009, natural gas provider El Paso launched a knowledge management (KM) program focused on communities of practice. This article describes El Paso’s three-pronged strategy for engaging employees in KM, which involves:

setting clear expectations and building KM into employee performance goals,
offering professional development incentives to employees in exchange for participation, and
building KM into the flow of employees’ work so that participation is intuitive and rewarding.

Knowledge Management

Named a 2011 Global Winner of the Most Admired Knowledge Enterprise (MAKE) Award for Second Time

Fredbobovnyk — Wed, 30 Nov 2011 20:38:50 +0000

APQC Named a 2011 Global Winner of the Most Admired Knowledge Enterprise (MAKE) Award for Second Time

Firm Cited for Organizational Learning Practices and Creating Value Based on Customer Knowledge; Research firm also recognized as a North American Winner for the seventh time; and named to the Global MAKE Hall of Fame

Executive Performance Management Essentials: Executive Buy-In

APQC — Wed, 30 Nov 2011 14:22:30 +0000

This article explores how organizations can establish executive buy-in for an executive performance management system (EMPS). It suggests that organizations:

link performance expectations directly to executives’ job levels and roles,
enlist the most senior leaders as champions of the EPMS, and
reiterate the importance of the EPMS in executive training and development.

Human Capital Management

Lessons Learned from a Successful KM Program

APQC — Tue, 29 Nov 2011 23:20:25 +0000

El Paso Corporation is one of North America’s largest providers of natural gas and related products. In 2009, the organization launched a knowledge management (KM) program focused on communities of practice. The program has achieved significant success to date, saving El Paso $1.2 million in 2010.

This article summarizes nine lessons learned from the first years of the El Paso’s KM program. Each lesson is accompanied by supporting commentary from APQC’s 15+ years of KM research.

Knowledge Management

The Human Development Value Stream

Roger Gerard — Tue, 29 Nov 2011 21:53:38 +0000

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean. In this presentation, from a November 2011 AME/APQC Benchmarking Community of Practice meeting, Roger Gerard explains how ThedaCare, a large Wisconsin health care system, orchestrated its Lean implementation. He explains how a rocky start led the organization to rethink its approach to the people side of Lean efficiency and create new and innovative ways to develop the talents of its work force.

Knowledge Management

The Human Development Value Stream (Slides)

Roger Gerard — Tue, 29 Nov 2011 21:49:34 +0000

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean. In these slides, from a November 2011 AME/APQC Benchmarking Community of Practice meeting, Roger Gerard explains how ThedaCare, a large Wisconsin health care system, orchestrated its Lean implementation. He explains how a rocky start led the organization to rethink its approach to the people side of Lean efficiency and create new and innovative ways to develop the talents of its work force.

Knowledge Management

The Strategic Advantage of ERM

Mary Driscoll, Rob Torok, and Paul Walker — Tue, 29 Nov 2011 19:17:12 +0000

When senior executives gain a clear understanding of their organization’s major risks, they also gain a better view of its operating drivers. This helps to ensure that growth plans are formulated with sound ideas for overcoming likely execution challenges. The Strategic Advantage of ERM, an article co-authored by APQC’s Mary Driscoll, IBM’s Rob Torok, and the University of Virginia’s Paul Walker, analyzes how this dynamic works at Caterpillar, Inc.

Financial Management

The Strategic Benefits of AP Process Automation

APQC — Mon, 28 Nov 2011 18:53:01 +0000

Accounts payable (AP) process automation clearly delivers compelling productivity benefits. A new look at APQC’s Open Standards Benchmarking Database reveals that a group of highly automated AP organizations far surpasses a group of largely non-automated teams in terms of cost and speed. Even better, the highly automated group is positioned to deliver strategic benefits that are vital to the interests of the CFO, the procurement staff, the accounting function, and, ultimately, key suppliers.

Financial Management

Recognized as One of North America's Most Admired Knowledge Enterprises for the Seventh Time

Fredbobovnyk — Mon, 28 Nov 2011 16:35:50 +0000

APQC Recognized as One of North America's Most Admired Knowledge Enterprises for the Seventh Time

Using Networks of Excellence to Manage Employee Competencies

APQC — Wed, 23 Nov 2011 19:21:32 +0000

El Paso Exploration & Production has found synergies between its KM and HR programs, leveraging networks of excellence to help manage competencies, identify subject matter experts, and uncover potential skill gaps. This short case study describes El Paso’s competency management strategy and the partnership between its KM and HR groups.

Knowledge Management

Category Management: Streamlined Procurement Function

APQC — Wed, 23 Nov 2011 17:08:58 +0000

Supplier category management programs involve the strategic development, assessment, and monitoring of procurement and supplier performance in specific supplier categories. Data from APQC's Open Standards Benchmarking in procurement indicates that organizations with category management programs make more purchases using blanket purchase orders and vendor-managed inventory programs. These organizations also need fewer full-time equivalent employees for the procurement cycle as a whole.

Supply Chain Management

Embedding Knowledge in the Flow (Slides)

Carla O'Dell — Tue, 22 Nov 2011 23:46:57 +0000

These are slides from APQC’s November 2011 knowledge management (KM) community call presentation. The call featured APQC President Carla O’Dell describing the results of a recent APQC survey on embedding KM in the flow of work. O’Dell explained why it is important to integrate KM into day-to-day work processes, how best-practice organizations accomplish this, and the three strategic design decisions required to engage executives and employees and make KM a natural part of the way business is done.

Knowledge Management

Embedding Knowledge in the Flow - November 2011 KM Community Call

Carla O'Dell — Tue, 22 Nov 2011 23:40:48 +0000

Many organizations want to embed knowledge management (KM) approaches into the flow of day-to-day work in order to increase KM participation rates and make information available to employees when and where they need it. During this one-hour recording, APQC President Carla O’Dell describes the results of a recent APQC survey on this topic and explains how best-practice organizations integrate knowledge sharing and collaboration into the workflow.

Knowledge Management

Turnaround of a Business Through the Transformation of Physical Distribution

Sukumar Narasimhan — Tue, 22 Nov 2011 19:44:07 +0000

An inefficient process design only breeds inefficiency! In this presentation, Sukumar Narasimhan describes how strained performance led Reliance Industries to conduct a detailed assessment of its physical distribution process. This led to a fundamental redesign and business turnaround initiative that resulted in reduced response times and drastically improved on-time delivery of goods.

Click here to download the slides from this presentation.

APQC

Turnaround of a Business Through the Transformation of Physical Distribution (Slides)

Sukumar Narasimhan — Tue, 22 Nov 2011 19:30:49 +0000

Click here to view the full-length recording of this presentation.

APQC

Finance Process Improvement: Top Performance Up Close (Slides)

APQC — Tue, 22 Nov 2011 18:26:24 +0000

The November 2011 Financial Management Community Call examined what the benchmarks in APQC’s Open Standards Benchmarking database reveal about the size of the gaps between top, median, and bottom performance. View this fast-paced review of key metrics covering the following realms of financial management:

Knowledge Management

Finance Process Improvement: Top Performance Up Close

APQC — Tue, 22 Nov 2011 18:18:11 +0000

Knowledge Management

Using Value Stream Assessments to Identify and Map Business Processes (Slides)

Jeff Varney — Fri, 18 Nov 2011 23:12:39 +0000

Process management must be tailored to the organization. Jeff Varney presents two case studies of successful process management implementations in two very different situations. He explains the distinct approaches that had to be taken in each instance, and how these approaches were developed based on assessments of the value streams within each organization. Learn how organizations can use their current capabilities to plan for future improvement.

Knowledge Management

Using Value Stream Assessments to Identify and Map Business Processes

Jeff Varney — Fri, 18 Nov 2011 23:11:09 +0000

Knowledge Management

Using Process Frameworks to Get Real Work Done (Slides)

John Tesmer — Fri, 18 Nov 2011 23:05:49 +0000

APQC's Using Process Frameworks to Get Real Work Done report contains substantive findings about the best techniques organizations use to implement and leverage frameworks and models effectively in their businesses. In this presentation, APQC's John Tesmer discusses the results and how organizations can translate the best practices from the study into their own businesses.

Knowledge Management

Using Process Frameworks to Get Real Work Done

John Tesmer — Fri, 18 Nov 2011 23:04:24 +0000

Knowledge Management

Using Kaizen to Align Business Processes and Information Systems (Slides)

Laura Jackson — Fri, 18 Nov 2011 22:57:57 +0000

Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment. In this presentation, Laura Jackson explains the details of how Phifer runs its Kaizen events, with case studies explaining the difference Kaizen made, the challenges of certain events, and how to ensure that every minute of the event holds value for those participating and for the organization. This presentation lays the process out clearly, complete with internal best practices Phifer has learned along the way, for those interested in trying Kaizen events.

Knowledge Management

APQC RSS Feed

Using Metrics that Drive Bottom-Line Value: An Introductory Webinar (Slides)

Using Metrics that Drive Bottom-Line Value: An Introductory Webinar

HR Benchmarks at a Glance

Knowledge Transfer and Elicitation - January 2012 KM Community Call

Using Enterprise Quality Measurement to Drive Business Value - Chemonics International Case Study

Using Enterprise Quality Measurement to Drive Business Value - Altera Corp. Case Study

Using Enterprise Quality Measurement to Drive Business Value (Best Practices Report)

Using Enterprise Quality Measurement to Drive Business Value: Study Overview

Knowledge Transfer and Elicitation (Slides)

Now in the Knowledge Base: Knowledge Management

Now in the Knowledge Base: Knowledge Management (Slides)

Spend Analysis Delivers Big Benefits

Now in the Knowledge Base: Financial Management

Now in the Knowledge Base: Financial Management (Slides)

Cycle Time in Hours to Place Purchase Order

Total Procurement Cycle Cost per $1,000 Purchases

APQC's Procurement Tune-Up Diagnostic

Interactive Procurement Tune Up Diagnostic

Now in the Knowledge Base: Human Capital Management (Slides)

Now in the Knowledge Base: Human Capital Management

Don't Ignore DSO, Especially if You're Cash-Rich

Intel Corporation Financial Planning and Analysis

2012 KM Conference and Training Logistics

Logistics

2012 KM Conference and Training Pricing

2012 Pricing

Early-bird pricing for the conference ends March 26, 2012.

2012 KM Conference and Training Workshops

2012 Pre-Conference Training

Monday, April 23

Knowledge Management Strategy (1 day)

2012 KM Conference and Training Breakouts

2012 Breakout Sessions

Now in the Knowledge Base: Supply Chain Management

2012 KM Conference and Training Keynotes

2012 Keynote Speakers

Dr. Carla O'Dell President, APQC

Now in the Knowledge Base: Supply Chain Management (Slides)

2012 KM Conference and Training Agenda

2012 Agenda-at-a-Glance

Now in the Knowledge Base: Business Excellence (Slides)

Now in the Knowledge Base: Business Excellence

Introduction to Process Frameworks

Employee Performance Management Systems: Checklist for Identifying Weaknesses and Planning Improvements

Performance Management Resource List

Executive Performance Management Essentials: Integration with Other Talent Processes

Summary of Open Standards Benchmarking Measures: Create and manage HR planning, policies, and strategies

Summary of Open Standards Benchmarking Measures: Planning and management accounting

Summary of Open Standards Benchmarking Measures: General Accounting and Reporting

Building a Best-in-Class Finance Function

Building a Best-in-Class Finance Function

What is this study about?

Fast Forecasting is Not Negotiable

Financial Planning and Analysis at Clarient Inc.

Successful Financial Planning and Analysis at AT&T

Under Armour: Protecting Its Brand Through Financial Planning and Analysis

Financial Planning and Analysis at Infosys Ltd

The Transformation of Financial Planning and Analysis at Discovery Communications

Financial Planning and Analysis at Mutual of Omaha

Workforce Capabilities Fall Short

Financial Planning and Analysis: Raising the Quality Standard

The Role of Evolving Technologies: Study Overview

Teach Employees Which Knowledge Management Tool to Use in Which Situation

Adopt a Standard, Enterprise Approach to Knowledge Management

Configure Your Knowledge Management Program to Mirror Existing Structures and Workflows

Make Career Progression a Payoff for Employees Who Participate in Knowledge Management

Determine the Knowledge Management Value Proposition for the Organization and Employees

Big Changes Can Lead to Big Results

The Hivemine Usage Optimization Framework (Slides)

The Hivemine Usage Optimization Framework - December 2011 KM Community Call

Practitioner Insights into Process Management: APQC's Process Conference Findings Review (Slides)

Practitioner Insights into Process Management: APQC's Process Conference Findings Review

Best Practices in Tools and Technology: The Seven Tenets of Process Management

Best Practices in Process Improvement: The Seven Tenets of Process Management

Best Practice Study Proposals-Building a Best-in-Class Finance Function

Thank you for your submission

Practitioner Insights into the Seven Tenets of Process Management

Elements of Supplier Relationships Vary

Knowledge Sharing in the Flow: Survey Results

Dr. Carla O'Dell
President, APQC