Down Under: How to Motivate Employees

Down Under: How to Motivate Employees In his two previous Columns, John Jeston focused on the need for organizations to strike a reasonable balance between adopting a customer focus and an employee focus. In this month’s Column, John combines aspects of Frederick Herzberg’s Motivational Theory and Victor Vroom’s Expectancy Theory to create a model for […]

Down Under: How do you Motivate Employees to Provide a High Level of Customer Service and Satisfaction?

Down Under: How do you Motivate Employees to Provide a High Level of Customer Service and Satisfaction? Although many organizations claim that “our people are our greatest asset,” they often don’t take time to develop and care for their greatest asset. To remedy this problem, John Jeston suggests a model developed by Frederick Herzberg in […]

Down Under: Should we Really be Customer Centric?

Down Under: Should we Really be Customer Centric? John Jeston dares to ask if the current emphasis on customer centricity really provides the greatest service to the organization adhering to that mandate. He warns of the perils of strict adherence to the principles of customer centricity to the neglect of employee centricity. Do you agree […]

Down Under: From Cool Toys to Effective Tools

Down Under: From Cool Toys to Effective Tools In his Column this month, John Jeston focuses on the usefulness of mobile technology devices in the Small to Medium Enterprise (SME) market place and how they have the potential to make a significant difference in your business. Read John’s Column to learn how an SME, confronted […]

Down Under: BPM and Change Management – Two Perspectives

Down Under: BPM and Change Management – Two Perspectives Inspired by Paul Harmon’s May 10 Advisor on BPM and Change Management, John Jeston and Johan Nelis decided to present their individual perspectives on this topic. Both perspectives are worthy of consideration, and they are offered here in a single Column. Let us know what you […]

Down Under: Highly Effective Process Winners

Down Under: Highly Effective Process Winners John Jeston and Johan Nelis continue to wonder why a large percentage of managers and organizations never document processes, use process metrics, or manage processes. Having addressed this question in previous Columns, they turn this month to principles espoused by Stephen Covey in his book, The 8th Habit, from […]

Down Under: the Sell, Definition and Frustration

Down Under: the Sell, Definition and Frustration Spurred by recent comments on the BPTrends Linkedin Discussion Group, John Jeston and Johan Nelis attempt to address the ongoing question of how to sell BPM in your organization. The authors organize the various questions and comments into two major categories—intangible sales approaches and tangible sales approaches. Read […]

Down Under: Business Agility Requires Business Processes as its Basis

Down Under: Business Agility Requires Business Processes as its Basis. Confronted by the need for continuous change, many organizations are looking closely at options to increase their agility. In this environment, IT has suggested that an organization can have agility if it adopts an Agile IT development methodology. IT’s argument goes something like this, “It […]

Down Under: 10 Impediments to Achieving Process Excellence

Down Under: 10 Impediments to Achieving Process Excellence Using imaginative illustrations to characterize the 10 impediments to achieving process excellence, John Jeston and Johan Nelis provide a chart that identifies the symptoms and suggestions for dealing with the impediments. The presentation not only offers a refreshing approach to defining common problems on the road to […]

Down Under: Execution is Everything?

Down Under: Execution is Everything? Despite the challenges to long term business strategies by a rapidly changing world, organizations still need direction and vision. John Jeston and Johan Nelis pose three critical questions and suggest that the answers to these questions will provide direction for closing the gap between a business strategy and its execution. […]

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