Archives for December 2006

Six Sigma and BPM

Six Sigma and BPM Six Sigma is going through more changes today than at any time since it emerged in the 1980s. The revitalized Six Sigma movement is exploring Lean and BPM and generally reinventing itself. Anyone working on process change in a company with Six Sigma should be excited by the opportunities this creates.

How CEO’s Think

How CEO’s Think At the recent Shared Insights BPM conference in Boston, there was a lot of discussion about how business executives think about business processes. In this BPTrends Advisor, we offer our own view of how business executives approach process management, organizational design and performance improvement. We face a major challenge as we continue […]

ICSSEA, Paris, December 2006

ICSSEA, Paris, December 2006

Lean Six Sigma That Works

Lean Six Sigma That Works This month Paul Harmon looks at a new book on Lean Six Sigma and considers how well the two technologies go together and discusses how well this book describes an integrated approach to process improvement.

Beyond SOX: Corporate Improvement with 4th Generation Balanced Scorecard

Beyond SOX: Corporate Improvement with 4th Generation Balanced Scorecard Tomonori Tomura In this article, Tomonori Tomura, the Managing Director of the Japan Management Research Institute (JMRI), advocates a new approach that employs a Balanced Scorecard in conjunction with Sarbanes-Oxley (SOX). He suggests that this new approach can lead to greater improvements in corporate value in […]

Potential Pitfalls on the Road to a PMO, Part II

Potential Pitfalls on the Road to a PMO, Part II In Part 1, Geary Rummler and Alan Ramias proposed the Organization-as-a-system (OAS)lens to guide efforts to create a process-centered or process-managed organization. This month they examine potential pitfalls in that process and describe "the type of journey that will lead to success."

The Future of BPM, Part 5

The Future of BPM, Part 5 Following up on last month’s article, Keith Harrison-Broninski urges you to consider orchestration and choreography in equal measure when evaluating your organization’s process mapping efforts.

Business Rule Solutions: Rules and Proccesses–Examples Showing how they Relate

Business Rule Solutions: Rules and Proccesses–Examples Showing how they Relate This month Ron Ross cites six esamples of how business rules relate to business process. One example, in particular, provides fundamental insight into business process architecture.

BPM-A Global View: What makes BPM Human Centric

BPM-A Global View: What makes BPM Human Centric In response to his previous column many of you asked about the specific requirements of human-centric BPM and why those requirements are so difficult to deliver. Rashid Khan provides some answers and proposes some solutions in this month’s column.

Extreme Competition:The MBA is Dead–Long Live the MBI

Extreme Competition:The MBA is Dead–Long Live the MBI Peter Fingar proposes that “Business Administration” be replaced by “Business Innovation” in this increasingly globalized world. Read his column this month to learn why.

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