What to Expect in Process and Performance Management in 2024?
Summary
TLDRThis webinar discusses APQC's 2024 research on top priorities and challenges for process professionals. The top priorities are process management, continuous improvement, data and measurement, project management, strategic planning, and benchmarking. Key insights include the rise of AI/automation as a driver of change, increased process management team effectiveness, and new required skills like change management and storytelling. The webinar also covers top operational KPIs used for performance improvement, ensuring quality, optimizing resources, and reducing costs. Key reporting challenges are lack of standardization and time. Only 38% of organizations believe their measures effectively support decision-making, signaling room for improvement.
Takeaways
- 😀 The top 6 priorities for process professionals in 2024 are: Process Management, Continuous Improvement, Data & Measurement, Strategic Planning, Project Management and Benchmarking
- 😊 82% of respondents now have a process management team, up from 67% in 2022
- 📈 Picking the right KPIs has become a top priority and challenge
- 🔎 Ensuring measures are relevant to their purpose is critical for organizations
- 👩💻 Change management and design thinking skills are vital for process professionals
- 😮 AI and machine learning emerged as a top driver of change this year
- 📊 Financial KPIs remain the most used, but 2024 saw more variety in top operational KPIs
- 🤔 Only 38% believe their current measures effectively support decision making
- 🚨 Lack of standardization is the top reporting challenge
- 📝 Storytelling appeared for the first time among necessary skills to stay relevant
Q & A
What were the top 6 priorities and challenges for process professionals in 2024 according to the survey?
-The top 6 priorities and challenges were: process management, continuous improvement, data and measurement, strategic planning, project management, and benchmarking.
What methods does APQC recommend for creating effective end-to-end process maps?
-APQC recommends 4 steps: understand the scope and prioritize the process, identify and engage stakeholders, document all process components through assessments, and apply a lifecycle approach to map from beginning to end.
How can organizations improve their selection of KPIs and measures?
-Recommendations include: leverage existing resources like APQC's frameworks, stop overcollecting data, analyze relevance and usage, and ensure alignment to goals.
What are some ways to create a continuous improvement culture?
-Connecting process and knowledge management, identifying shared values, organizing for change, creating a shared language, and determining tools for change.
What were the top 2 data and measurement challenges in 2024?
-The top 2 data and measurement challenges were: establishing a data-driven culture and ensuring measures are relevant to their purpose.
What are some best practices for strategic planning according to the research?
-Understand the current state, identify best practices for agility, and utilize a solid strategic planning methodology.
What project management best practices were highlighted?
-Using a mix of milestone and value measures and assessing which flexible methodology fits based on project scale, complexity, and type.
How can organizations improve their benchmarking capability?
-Prioritize open standards, recognize barriers, use process mining, choose the right partners, and align value to decision maker needs.
What KPI use and reporting challenges were uncovered in the survey?
-Lack of standardization across groups was the top challenge. Most access dashboards and standardized reports.
How effective did respondents find their current KPIs for decision making?
-Only 38% found them very effective. The rest responded equally split between moderately effective and not effective.
Outlines
🎤 Introducing the webinar topic and speakers
The webinar discusses process and performance management priorities for 2024. The speakers Kelly South and Madison Lanquist introduce themselves and the webinar agenda which includes top PPM priorities, how PPM is evolving, and operational KPIs organizations are using.
📈 Top process management priorities and recommendations
The top 3 process management priorities are: 1) Defining end-to-end processes and mapping them; 2) Picking the right KPIs - avoid "watermelon KPIs" that look good on the surface but lack insight, leverage existing resources when selecting KPIs, analyze current KPIs; 3) Improving process maturity - understand current state through assessments and identify best practices.
♻️ Top continuous improvement challenges and tackling them
The top 2 continuous improvement challenges are: 1) Aligning continuous improvement efforts across initiatives and avoid "next best thing" syndrome; 2) Creating a continuous improvement culture - connect process and knowledge management to identify shared values and tools for change and promote knowledge sharing.
📊 Data and measurement challenges
The top challenges are: 1) Establishing a data-driven culture - achieve deeper business needs understanding, focus on quality data, tailor communications; 2) Ensuring measures are relevant - use measurement alignment methodologies to link measures to strategy, processes and performance.
📈 PPM discipline evolution observations
Significant growth in organizations having a process management team. The top drivers of change are process methodologies integration with IT, AI/ML, change management methodologies. Top skills to develop are change management and design thinking.
📊 KPI reporting insights
Top operational priorities are performance improvement, quality/consistency, resource utilization. Most used KPI criteria are impact on objectives and ease of collection. Common reporting methods are dashboards and standardized reports. Main reporting challenges are lack of standardization and not enough time.
💬 Q&A session
Discussion of various questions on process modeling frameworks, measuring maturity, PPM investment trends, implementing continuous improvement culture, use cases for AI in PPM, and more.
Mindmap
Keywords
💡Process Management
💡continuous improvement
💡data and measurement
💡project management
💡strategic planning
💡benchmarking
💡operational metrics/KPIs
💡process maturity
💡process mapping
💡change management
Highlights
Six top priorities for process professionals in 2024: Process Management, continuous improvement, data and measurement, strategic planning, project management, and benchmarking
Moving from function-based thinking to process thinking has become less of a priority, while picking the right KPIs has become more important
Aligning continuous improvement efforts and creating a continuous improvement culture are top challenges
Establishing a data-driven culture and ensuring measures are relevant are top data and measurement challenges
82% of organizations now have a process management team, up from 67% two years ago
9% increase in number of organizations finding their process management teams very effective compared to previous year
Process management methodologies and AI/machine learning seen as top necessary changes
Change management and design thinking key skills for process professionals to develop
Performance improvement, quality/consistency, resource optimization and cost reduction top operational priorities
Dashboards and standardized reports most common kpi reporting methods
Lack of measure standardization is main kpi reporting challenge
KPIs most often used to track overall company performance and manage short-term objectives
Only 38% believe their current measures effectively support decision-making
Financial KPIs remain most used, but greater variety of KPI categories in top 10 compared to 2018
AI and automation has emerged as driver of change in process management discipline
Storytelling identified as new key skill for process professionals
Transcripts
hi everybody thank you all so much for
joining us today for our webinar
discussing the process and Performance
Management top priorities for 2024 my
name is Kelly South and I'm a research
manager here at apqc working in the
process and Performance Management space
today we'll be discussing the top
priorities for the year in the PPM space
along with the top kpi priorities before
we get started just one reminder please
feel free to use the Q&A feature to
submit questions and if we can't get to
them at the end of the webinar we will
address them in our webinar followup we
will also be recording this presentation
and will send a copy of the slides via
email so without further Ado I would
like to introduce our speaker for today
Madison lanquist the principal research
lead for process and Performance
Management here at apqc Maddie we're
looking forward to hearing what you have
to share with us
today thanks Kelly and welcome everyone
on the call it looks like we have people
from all over the world so thank you to
those that are taking the time out of
your evenings or your workday to join us
today I'm excited to share a little bit
about our priorities for 2024 in the
process space before we jump in let me
go ahead and give you a look at our
agenda first we're going to cover what
process professionals are focused on in
2024 then we'll take a look at how the
process management discipline is
evolving and lastly we're going to
explore the kpi's organiz ations are
using so we do the process and
Performance Management challenges and
priorities survey every year and
typically we have a subtopic or a
section of the survey that changes from
year to year and this year we actually
did it on operational kpi so I'm excited
to share some of the results about that
section at the end of the
webinar so let's go ahead and jump into
the first section here what's important
for press Professionals in
2024 according to our survey there are
six top priorities and challenges for
Professionals in
2024 in this webinar I'm going to spend
a little bit more time on the top three
which are Process Management continuous
Improvement and data and measurement but
I'll also spend time on the other three
as well and as I mentioned we conduct
this survey every year and I want to
point out that this year strategic
planning and project management while
they're super closed only 1% difference
they did swap so project management used
to be number four and now it's moved to
the number five slot and as I go through
each of the priorities I'm going to
cover what the sub challenges and
priorities are within each one as well
as some guidance and research to help
organizations tackle
them so here's what survey participants
noted as the top Process Management
challenges this year interestingly
moving from a function based to process
thinking culture bumped down to the
number five priority where it used to be
in the number two or number three slot
in previous years instead picking the
right kpis has bumped up to that number
two spot and improving process maturity
has actually shown up as well in the top
challenges and here's how apqc
recommends you can tackle these top
two first looking at defining and
mapping end to-end processes it's
important to of course understand what
endtoend processes are apqc defines in
to-end processes as cross functional
processes that comprise all the steps to
a accomplish a specific outcome or a
specific goal some common examples are
order to cash hire to retire an idea to
Market and there are four steps that
apqc suggests organizations follow when
creating those end to-end processes
first you have to understand the scope
and prioritize which end to end process
you're going to start with then identify
and engage those key
stakeholders all processes eventually
connect either directly or indirectly to
stakehold holders and in order to
effectively engage them you first need
to understand who they are what's
important to them and the best method
for interacting with them next be sure
to identify and document all the
components of a process which typically
begins with a current state assessment
and by collecting all the necessary
information lastly be sure to apply a
life cycle approach look at a process
from beginning to end and figure out
where you want to focus and then of
course the output will be that in to-end
process
map looking at our second Focus for
organizations is picking the right
measures in kpis for different processes
best practice organizations know that
choosing the right measures is a
critical step in generating meaningful
insights and
reports in a well-balanced set of
measures provides actionable insights
into an organization's
performance it helps to identify those
current challenges and
opportunities as well as aligns with the
organization's culture and strategic
goals now finding the right measures
whether for tracking strategic or
operational goals is a challenge for
many
organizations and in fact measures that
may look good on the surface may not
provide the right Insight that leaders
and decision makers are looking for for
example watermelon kpi so on a round
table last year one of the partic
participants brought up watermelon kpis
which make a lot of sense they're ones
that look green on the outside much like
a watermelon but are in fact red on the
inside so make sure you're truly
understanding your kpis that you're
using second don't start from scratch
apqc has great resources in the resource
Library such as our key benchmarks and
our process classification framework is
a great Foundation when you're looking
for different
measures and lastly stop analyze and
collect stop collecting everything and
anything analyze how the data is being
collected why it's being collected
understand if the data is even providing
actionable insights and check to see if
people are paying attention to it then
you can continue to collect and Report
or possibly stop and collect different
data or report on it differently change
your Cadence change how you collect it
or who you reported
to let's move in to the second challenge
for organizations or the second Focus
which is continuous Improvement now as I
mentioned we do this survey year after
year and so a lot of times I like to
look at how the trends change from year
to year we have a year-over-year report
or comparison report in the resource
Library I highly encourage you to take a
look at it so you can see the trends as
well and we'll put a link in the
follow-up email so you can get to
it as you can see looking at the
continuous Improvement challenges for
this year aligning continuous
Improvement efforts has climbed to the
number number one priority for the first
time in a few years bumping that
creating a continuous Improvement
culture down to number two and here is
how apqc suggests you tackle these top
two
challenges first when we're looking at
aligning continuous Improvement efforts
consider how you link your improvement
initiatives maybe look at the cost and
benefit of the initiative versus just
the Strategic alignment to the
organization and then again avoid the
next best thing so much like on the last
slide I talked about stopping and
analyzing it's important to stop and
analyze here as well an endtoend process
mapping is a great way to do that
because when you implement your
processes with an end to-end approach
you get these balanced improvements
meaning you can see the process from
beginning to end and making a change
here could adversely affect one in the
process you're talking about or other
processes in that endtoend process so by
looking at it at an end to end approach
you can get a better understand
understanding of what Improvement will
shift throughout the
process and of course ensure that your
data makes sense will the change
actually improve the data point you're
trying to
improve if you're trying to create a
continuous Improvement culture one way
you can do this is by building the
connection between process and knowledge
so process as it shows on the screen
here it ensures that an organization's
means of satisfying client or customer
needs and the changes made to those
methods are valuable they're adequate
and flexible enough to meet those
needs where knowledge injects that human
element with a focus on keeping
employees engaged in envisioning a
future State and helping to avoid those
random acts of
improvement however when you combine
these two disciplines and work together
you're able to identify shared values
organize for change create a shared
language as well as determine the tools
to make that change by promoting
knowledge sharing and exchange
organizational leaders drive a culture
of continuous Improvement that Fosters
Innovation and stronger employee
performance I did want to take a moment
to stop so you will get a copy of these
slides of course and on each of the
slides there are related resources that
are in AP qc's resource Library so be
sure to check those out once you get a
copy of the
slides moving into the top three
priority which is data and measurement
here are the top five challenges for
2024 and again I'm going to focus here
on the top
two so when we're looking at
establishing a datadriven culture when
we say data driven it means using good
data to make objective
decisions and in order for an
organization to be data driven it must
have processes in place to obtain good
data and make objective decisions based
on that data often employees will ask
themselves variations of the following
questions what is good data how do I
find the good data and what defines
objective decision-
making creating a data driven culture is
a long-term undertaking that requires
careful planning and
preparation top to bottom widespread
commitment as well as enduring attention
and effort and as organizations prepare
to make the shift to a data driven
culture they should consider the
following change management tactics one
achieve a deeper understanding of the
business
needs that the new type of decision
making will address this is where a
current state assessment could come into
play for
example second don't underestimate the
importance of quality data with high
integrity data even the most data driven
cultures will not deliver the best
business
results third speak in a language that
your organization understands gauge your
organization familiarity with datadriven
decision making and tailor your
Communications accordingly this includes
using measures that have meaning and
importance in your
organization and lastly you should
always under promise and overd
deliver looking at the next challenge or
priority is ensuring measures are
relevant to their purpose for
measurement to provide real value an
organization must ensure that its
measures align with both the Strategic
goals of the business and employees
daily work organizations must think
holistically about the business the
elements they want to improve and the
specific measures that drive better
behavior and
results an AP qc's measurement alignment
worksheet helps organizations accomplish
this task by providing a simple format
to map the links between strategy
processes performance and measures the
worksheet is used to determine which
measures give the most accurate
depiction of business and employee
progress towards strategic
objectives an AP qc's measurement
alignment worksheet or excuse me
measurement alignment methodology is a
framework that illustrates how certain
performance indicators or measures link
to the different highlevel business
performance areas on the left it goes
through which organizational roles are
ultimately responsible for the success
and models like this help visualize how
processes fit within those business
goals and the employee
activities on the next three slides here
I am going to go into those bottom three
challenges and priorities which are
project management strategic planning
and
benchmarking so first let's dig into pro
project management with project
management organizations are focused on
establishing clear goals for measuring
the success of projects as well as
measuring the success of projects based
on business results so apqc recommends
that organizations use a mix of
Milestone and value
measures and assess which flexible
project management method is going to be
the best fit based on scale complexity
and project
type next when we're looking at
strategic planning organization s tend
to be focused on balanced long-term and
short-term goals as well as tracking
strategic initiatives progress and
impact to help with this apqc recommends
that organizations understand the
current state and identify best
practices for enabling organizational
agility as well as utilizing a strategic
planning methodology to greatly increase
the likelihood of a successful
initiative and the last but not least
it's a very important priority for
organizations which is
benchmarking organizations are focused
on finding best practice organizations
to compare to their organization as well
as identifying the right benchmarks and
their sources so apqc recommends that
you first prioritize the use of Open
Standards and benchmarking to better
achieve productivity satisfaction and
more and recognize the barriers to
better benchmarking and combat them by
using those Open Standards choosing the
right partners and aligning value to
decision makers needs and utilize
process
mining now we've spent a bit of time
there on the priorities and challenges
for the year so now let's shift and talk
about how the survey respondents feel
that the process management discipline
is
evolving so it looks like that there is
some big growth here as you can see
between these two charts in 2022 67% of
respondents said that they had a process
management team versus today in
2024 82% of the respondents say that
they have a process management
team in fact for both years of the
organizations that did have a process
management team almost half of the teams
have been in place for Less Than 3 years
so they're younger teams but we're
definitely seeing a lot more process
management teams throughout the as the
years have
increased and we also ask organizations
how effective they feel their process
management team has been in the last
year and from 2023 to 2024 there was a
9% increase in the very effective
bucket so as you can see only 36% of
organizations see their programs as less
than effective as opposed to 41% that
had that same feeling in 2023
I see a question in the chat about how
many response respondents were did we
have and how did we choose them so we
surveyed our audience um our apqc
audience we sent the survey out and
people could choose to participate in it
and on each of the slides with the
charts there should be an end count so
that's how many people answered that
question and you'll be able to see those
in the priorities report as well
all right so let's dig in to see what
professionals see as drivers of change
in the process management
discipline Process Management
methodologies in integration with it are
considered the most necessary changes in
updates to change management
methodologies creating a collaborative
culture an environment and tools and
Technology are all considered Ed almost
equal in necessity for change let's look
at the evolution from 2023 to
2024 the pace of change driver stayed
the same from year to
year sorry guys my allergies are really
giving me a run for my money today and
then the most notable finding we have
here is the appearance of AI in machine
learning and this is the first time that
it showed up on the 2024 drivers I'm not
surprised because Ai and automation is
all the buzz we have a digital survey
out in the field so I get it but I just
wanted to call that out here that it is
new this year and our drivers have
change and it didn't just appear but it
jumped to the number two spot so I see
that as a pretty big um insight
there we also asked professionals what
skills are necessary in order to stay
relevant in their industry and here's
what they said change management and
design thinking skill sets are the top
areas for development and Process
Management teams in order to stay
relevant database skill sets like
analytics and data visualization have
also become increasingly important over
time while organizations are constantly
changing consider pace of change in the
business is the number three driver I'm
not surprised to see this is top on the
list
here one thing I did want to call out is
that story Elling is new this year which
I think touches a lot on the growing
relationship between process and
Knowledge
Management change management being
number one of course makes sense like we
talked about a second ago and change
management and storytelling work better
together you have to be a good
Storyteller and truly engage your
employees to enact effective
change let's take into the next section
here as I mentioned this was a new
section on the survey I see someone said
yay for change management being number
one I think change is huge and when
organizations devote devote an organized
approach to it it makes a huge
difference so yes I am all for change
management being number one as
well as I mentioned on the survey this
was a new section for us we did run a
survey about operational kpis back in
2018 so we did have some old data to
compare these questions to which was
cool to see how Trends changed over the
last five six
years digging in here looking at the top
operational priorities performance
Improvement is at the top for those
involved in measuring kpis within their
organization this is followed closely by
ensuring quality and consistency
optimizing resource util utilization and
reducing
costs looking at the shifts from 28 the
last time we surveyed the audience on
this there has been some balancing on
the top top five top four priorities
improved performance is not as much a
single top priority as it was in 2018
and instead the top four have become a
focus with the largest growth seen in
the focus on optimizing resource
utilization and reducing
cost when determining which measures to
use organizations most frequently
consult existing internal data sources
and heads of department or divisions to
help make that
decision it is important for
organizations to use certain criteria
When selecting their measures to ensure
the measures will of course achieve
their desired purpose the top criteria
used is whether the kpi will have a
direct impact on organizational
objectives historical use of the kpi and
ease of collection and Analysis are also
some of the top
criteria now in the survey we provided a
large list of kpis for respondents to
choose from in the following categories
Financial customer satisfaction
Innovation and learning Personnel
sustainability operational excellence
and
Manufacturing I encourage you to view
the full report to learn more including
secondary kpis and the common unused
kpis but here on this slide you can see
the top 10 the organizations used for
2024 and I'll show you 20 uh 18 in a
second Financial results are by far the
top measure used as the primary kpi in
organizations other popular primary kpis
include full-time equivalence customer
satisfaction and margins such as gross
profit operating profit and net
profit so let's look at the changes over
the years the top 10 kpis used in 2018
all fell into the financial customer
Centric and operational categories
whereas 2024 primary kpis are much more
varied as you can see here almost every
category of kpi is represented in the
top 10 including Financial customer
satisfaction Personnel sustainability
operational excellence and Manufacturing
operation as a reminder you will get a
copy of this so if I'm moving kind of
fast through these charts don't worry
you'll get a
copy looking at the reporting methods
reporting operations measures allow for
transparency and progress monitoring in
an organization dashboards and
standardized reports either online or in
print are the two most common reporting
methods once you've decided how to
report it you have to decide who has
access to these
reports and based on our survey top
level management including the SE Suite
directors and VPS almost always have
access to kpi reports while middle
management tend to have access about
three4 of the time with Frontline
employees only rarely having access to
the kpi
reports with any initiative there come
challenges so we asked
participants sorry there what their key
reporting challenges were and when asked
what challenges affect the kpi reporting
process respondents said the lack of
measure standardization across business
groups was the top
challenge standardizing measures across
the organization is crucial so that all
areas of the business operate under the
same basic assumptions and it's
interesting to note here that in 2018
the biggest challenge was not enough
time whereas now the primary challenge
is
standardization the process in 2018
seemed to take too long and people
didn't have enough time to complete it
versus now it appears that people have a
lot of data however it's not
standardized the quality is questionable
and there's a lack of clear data
sources looking at how organizations use
their kpis in decision-making there is
no single way to utilize the kpis though
they are most often used to track the
overall performance of the company and
to manage short-term
objectives
and last but not least we'll take a look
at how effective kpis are just 38% of
organizations believe that their current
measures are effectively supporting
their decision making an almost even
split with those that believe the
measures are neither effective nor
ineffective looks like we have quite a
bit of room for improvement
here now I'm going to jump into some
questions so we're going to open the
floor and Kelly if you want to share
some of those questions I'm gonna grab a
drink of water real quick sure thing
thank you Maddie that was super
informative we appreciate you presenting
our findings on that um the first
question we've got for you is asking
which process modeling framework is
typically advisable EPC
bpmn
IDF zero
Etc sure so this is going to be one of
those it depends questions which I know
is not the best answer but it really
depends on what you're using the
framework model 4 we do have an article
on picking the right framework so we'll
be sure to include that in the follow-up
email and I think that would be helpful
for you
guys next one is not a question but
someone would point it out while you
were talking about the growth in the
amount of Process Management teams that
we saw through the survey they pointed
out that it could be like lik ly to
covid uncovering so many things that had
happened uh that were under the radar
previously so just wanted to point that
out as well for you yeah that's a great
point and I think that the pace of
change in the business has become kind
of the norm now because of CO as well
organizations saw their employees
quickly transition to a new way of
working or doing different things and I
I feel like we changed so well so fast
then now it's just an expectation so I I
think pace of change in the business is
here to stay and we've got to use our
change management techniques in a solid
process Foundation to keep us changing
at a consistent and well designed
rate definitely um the next one I we
might want to ask for a little more info
but I'll I'll run it by you and see if
you have any thoughts um someone said
they'd love to hear more on measuring
maturity sure so there's a couple
different ways you can measure maturity
you can measure maturity of an
individual process so you're looking at
if the process is performing or
producing the outputs that you want it
to and we're actually about to publish a
template that you can use to measure the
maturity of an individual process so
look for that in the resource Library
soon and sometimes you'll hear that um
talked about as a process audit so when
you're looking at auditing a process
you're looking at an individual process
then when you're looking at the maturity
of the process Management program
overall you're assessing the business
process management or the process
management maturity of the organ
ganization at at the Enterprise level so
you're not looking at an individual
process how it's performing but you're
evaluating the organization in
association with the seven tenants of
Process Management that apqc uses so
you're looking at your maturity in
governance your maturity with process
models strategic alignment um tools and
technology and more so we have articles
on both of those so be sure to check
those out and we'll include those in the
followup as well Kelly make a note so we
don't forget that yes we'll do let's
see um we had a question asking if we
separated in the survey public companies
versus private and someone was curious
if there were any differences I'll take
that one so you can give your voice a
little break um no we did not separate
by public versus private but if you go
into the resource library and the
collection for this project which we
will send links to when you get the
slides for this um you'll be able to see
the different data cuts that we were
able to get uh we were able to designate
it by manufacturing or services and
there were some other interesting Cuts
in there as well that uh might be of
interest to you
all let's see next question is are
Process Management teams becoming AI
first teams do you see these teams using
AI
tooling good question I don't think I
can fully answer your question but I can
say we had a round table last month
about digital and its role in process
and there's definitely some different
skill sets organizations are looking at
to set themselves up for success in the
AI and automation space we will also we
actually just closed our digital in its
role and process survey so look for
those findings to come out it may talk a
little bit to those questions but we got
a lot of great responses and I'm excited
to share a little bit about how
organizations are either budgeting for
planning for utilizing process
automation or
AI
let's see can you give an expense give
an example of a specific kpi for process
Effectiveness that was a very specific
question actually um what I will do is
I'll probably link to some key
benchmarks that we have in the resource
library because you can we have them
divided up between um cost Effectiveness
process efficiency as well as um I
believe employee like Personnel
um kpi so I'll be sure to include a link
to
that okay let's
see how can we better facilitate the
process execution in the organization
and avoid putting long Sops guides
Etc yeah I think I might need a little
bit more information there I'll try to
answer this as best as I can so when
you're looking at the execution of
process you always want to make sure you
set them up for Success right so you
have the like you said the Sops the
guides but you don't want it to be too
long where someone stops paying
attention so I think um probably
learning from what your employees are
actually using as a good place maybe do
a current state assessment and by that I
mean look at the different documentation
you have created ask people you know are
you using it does it have the answers
you need is it missing something does it
have too much and then maybe shift what
the templates are for for the process
team or process documentation and go
from
there great
thanks okay next question how is
experiential information from customers
employees and even from customers of
competitor competitors integrated with
process information to support the
decision regarding selecting the
priority of processes to improve
Pro good question so for this I have a
couple things one you'll want to look
maybe at a cypo which evaluates those
suppliers the inputs the process the
output and the customer so you can see
you have the process of course in the
middle but you're also seeing what's
coming into the process and what's being
an output of the process and who it's
affecting so that'll give you a full
picture of the effect of a process and
then you'll probably want to do some
sort of a matrix you know like maybe
have each of those items that you're
talking about your customers your
employees or competitors and say if I
improve this process it has this type of
score for doing something to each of
those areas and then evaluate maybe
which process has the highest risk or
the less risk or the best bang for your
buck and then try to prioritize your
process improvements that
way we got one question asking if
process maturity will be discussed at
the apqc conference I believe so but I
can't remember off the top of my head
what our sessions are I would say look
online at our conference website to be
sure um and you can see the full
schedule there but Maddie do you know
off the top of your head if that'll be
discussed um I'm sure it will be
discussed in more ways than one of
course I would definitely take a look at
the training you know the pre-conference
training I'm sure there's some courses
there that will cover the process
maturity and then we do have quite a few
PPM specific sessions of the conference
so be sure to check out that conference
schedule and take a
look thank you
okay let's see what else we
have Do You observe an increase in
investment and Process Management and
continuous Improvement practices in
businesses over the past
year in terms of investment I don't I
can't answer the dollar investment I
don't have data to back that up but I
can say based on conversations I've had
that Process Management and continuous
Improvement does seem to be getting more
attention in organizations people are
understanding the value it provides and
there's a lot more of the members and
clients I talk to that don't feel as
isolated I would say um and like I said
organizations are seeing value for the
process
work
someone asked if we have a specific
collection about kpis in the resource
library and yes we do it's linked in the
slides which you'll receive in a day or
two um let's see Maddie any questions
that you see we haven't answered yet
that you're um hoping to get to before
we have to wrap
up look I saw someone had a question
about use cases for AI and Process
Management that was actually one of our
questions on the survey so I'm excited
to dig in and share those results so
those should probably be shared mid to
late March um so check out check your
email and then of course the resource
library and there will be a webinar to
do those results in April so I think
that's already on the website actually
the April webinar so you could register
for that now if you want to that way
it's on your
calendar let me take a look at these
questions in the chat
here
someone asked from your research survey
what is the one thing that stands out in
2024 that was not present in past years
I would definitely say that um the
Automation and AI is a driver for change
has not been there in the past and
that's definitely it doesn't shock me
that it's there given all of the trends
but it's definitely something that was
there this year not prior years oh and
the storytelling as a skill set for
process folks that's new as well
let's see I think we have time for maybe
one or two more
questions um any others that you're
really wanting to get to otherwise I can
just throw some out there for you um
sure I see a comment about measuring
individual processes are good but need
to be taken in context with the full end
to end I definitely agree with that um
and that's talks a little bit to those
balanced improvements that you see when
using an endtoend approach if you're
just very silent on your IND individual
process you may tweak something here and
not realize the effects it would have
across the board so do make sure you're
evaluating process improvements with a
holistic approach and I also see one
about implementing a culture of
continuous Improvement we do have quite
a bit of content on that so be sure to
check the slides for links to some of
those relevant
resources all right with that I think
we'll go ahead and wrap up unless you
have any parting words for us Maddie um
I want to thank every everyone for
coming of course we do have um I don't
know if you plan on doing the last slid
here Kelly okay I don't have any other
parting words I am I'm excited to like I
said dig into that digital and its role
in process I think that's going to be a
big hot topic for people these days and
then of course thank you everyone for
joining and don't forget to check out
our resources online yes thank you and
as we've stated you'll get a copy of the
recording and the slides in a couple of
days and we're sorry we weren't able to
get to every single question thank you
all so much for uh engaging and
submitting them we'll do our best to
address them in our webinar follow-ups
and writeups that we create from this uh
so be on the lookout for that in the
next month or two um please be sure to
take our webinar satisfaction survey
after this webinar closes and you can
visit all of the
resources in these slides and especially
on this slide at the end here um to see
what Maddie has been referencing
today so thank you all so much for
joining us again we really appreciate it
uh please be sure to go to apqc dorg
events to see all of our upcoming
webinars and roundtables that we have
and we hope to see you again have a
great rest of your
day
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