Performance Improvement: In from Left Field In the first three Columns of their series on the Process Centered Organization, Alan Ramias and Cherie Wilkins presented examples that started in the “core of the business” and that were initiated and driven by line of business executives. In this, the final Column of the series, they discuss […]
Performance Improvement: The Process Centered Organization—oh, for a Crisis
Performance Improvement: The Process Centered Organization—oh, for a Crisis In their May Column Alan Ramias and Cherie Wilkins discussed process-centered organizations (PCO) that take a slow, gradual approach. In this Column they focus on organizations that become process-centered because they are in deep trouble. They explore the critical elements that need to be in place […]
Performance Improvement: The Process-Centered Organization—The Long Road
Performance Improvement: The Process-Centered Organization—The Long Road In their February Column, Alan Ramias and Cherie Wilkins defined a process-centered organization (PCO) and gave an example of a company that became process-centered in a relatively short period of time. In this Column they reflect on the more frequently experienced approach—the long road. Read about the obstacles […]
Process Improvement: The Process-Centered Organization—Do You Know Where You’re Going?
Process Improvement: The Process-Centered Organization—Do You Know Where You’re Going? In the first of a four-part series on the (PCO) Process-Centered Organization, Alan Ramias and Cherie Wilkins define the characteristics they believe must be in place for an organization to be “process-centered.” These characteristics are derived from their experiences working with organizations to help them […]
Performance Improvement: Who is Responsible for Process Performance?
Performance Improvement: Who is Responsible for Process Performance? In their May 2010 Column on process performance measurement, Alan Ramias and Cherie Wilkins provided some principles to avoid complications in creating effective process performance measurement systems. In their September Column they provided a tool for identifying appropriate process metrics linked to both customer and business requirements. […]
Performance Improvement: Building Metrics for Process
Performance Improvement: Building Metrics for Process In their May Column, Alan Ramias and Cherie Wilkins began a series on process metrics. They cite some of the recurring problems and pitfalls they have encountered in working with clients, including: creating metrics that were unlinked to management of the business; creating disorganized piles of metrics instead of […]
Performance Improvement: Measuring Process Performance
Performance Improvement: Measuring Process Performance In the first of three Columns devoted to process metrics, Alan Ramias and Cherie Wilkins cite some of the pitfalls they have encountered over the years, including some of their own mistakes as well as those committed by others. They name and define the five most common pitfalls and end […]
Process Improvement: The Role of the Performance Architect
Process Improvement: The Role of the Performance Architect In two previous Columns on process ownership in July and October 2009, Alan Ramias and Cherie Wilkins discussed various approaches to process ownership and what process owners actually do. In this, the final installment in the series, they focus on the critical role of the performance architect. […]
Process Improvement: What do Process Owners Do
Process Improvement: What do Process Owners Do In their July Column, Alan Ramias and Cherie Wilkins discussed various approaches to process ownership. This month, they focus on what they have observed individual process owners doing and offer some advice on what they should be doing. The difference between tasks performed and those that should be […]
Performance Improvement: Varieties of Process Ownership
Performance Improvement: Varieties of Process Ownership In their Column this month, Alan Ramias and Cherie Wilkins describe the evolution of process ownership. Besides identifying various approaches to process ownership and citing examples from their own experiences, they also suggest the advantages and disadvantages of each approach. The question arises; do we need process ownership at […]