What to Expect in Process and Performance Management in 2024?

Summary

This 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

00:00

🎤 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.

05:01

📈 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.

10:03

♻️ 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.

15:05

📊 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.

20:08

📈 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.

25:09

📊 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.

30:11

💬 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.

Keywords

💡Process Management

Process Management refers to the strategies, governance, and methods used to design, analyze, improve, and control business processes. It is one of the top priorities for 2024 according to the survey results shared in the video. Process Management helps organizations streamline operations, reduce costs, and deliver better customer experiences.

💡continuous improvement

Continuous improvement is an ongoing effort to improve products, services, or processes through incremental enhancements over time. The video discusses key challenges like aligning continuous improvement efforts across the organization and fostering a culture of continuous improvement. Sustained incremental gains can lead to major performance improvements.

💡data and measurement

Data and measurement refers to the collection, analysis, and reporting of metrics to guide decisions and understand performance. Key challenges mentioned include establishing a data-driven culture and ensuring measures provide meaningful insights aligned to organizational goals.

💡project management

Project management involves planning, organizing, and managing resources to achieve short-term goals and complete specific project deliverables. The video discusses project management priorities like setting clear goals and metrics to measure project success.

💡strategic planning

Strategic planning outlines an organization's strategy and priorities to achieve long-term business goals. Challenges include balancing short and long-term goals and tracking progress of strategic initiatives.

💡benchmarking

Benchmarking refers to the process of comparing one's business processes and metrics to industry best practices. This enables organizations to understand their strengths, weaknesses, and opportunities to improve their performance.

💡operational metrics/KPIs

Operational metrics or key performance indicators (KPIs) enable organizations to track effectiveness and make data-driven decisions. The video discusses top metrics used, reporting methods, and challenges in operational measurement.

💡process maturity

Process maturity refers to how robust, optimized, and ingrained business processes are within an organization, from ad-hoc practices to disciplined processes to processes continuously improved through data. Improving process maturity helps organizations enhance efficiency.

💡process mapping

Process mapping refers to visually documenting the steps, stakeholders, inputs and outputs involved in key business processes. Understanding and analyzing processes through mapping is important for identifying improvements.

💡change management

Change management involves systematically implementing changes within an organization while minimizing risk and disruption. As business change accelerates, change management skills grow increasingly vital for process professionals.

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