This document discusses key findings from a survey about engaging the global workforce. The main points are:
1) Business leaders recognize the importance of employee engagement but HR needs to take a more strategic role and demonstrate ROI.
2) Employee recognition improves engagement, which increases retention, productivity and company performance.
3) Developing a universal recognition platform for global companies is difficult due to differences in cultures and locations.
4) CFOs are often not aware of how much companies spend on recognition programs, and HR and Finance need to work more closely together.
5) The CTO and CFO should collaborate to develop engagement strategies, but currently only about half of companies report this level of cooperation between
Since 1988 Aberdeen\'s Research Benchmarks provide an in-depth and comprehensive look into process, procedure, methodologies and technologies with best practice identification and actionable recommendations. Recently published in March 2010, this report is a decision guide for organizational performance, analyzing talent assessment strategies.
- Traditional performance management systems are often ineffective and fail to improve employee performance for various reasons, such as goals not being clearly aligned, biases influencing evaluations, and lack of training.
- An alternative is needed that focuses on regular, positive feedback and coaching from managers. Seeing managers as coaches who help employees improve or maintain high standards may be more effective than annual performance reviews.
- Employees' views of performance management systems matter, as engaged employees will perform well regardless, while dissatisfied employees will likely view systems negatively. Keeping employees satisfied and engaged should be a priority.
Aberdeen Talent Assessment Strategies Report Pi Covermikewillard
The document discusses how organizations are increasingly using talent assessments to improve decision-making and align individual performance with organizational goals. It analyzes data from over 400 companies to identify best practices of top performers. Best-in-Class companies were found to use assessments more broadly across jobs and employees, more frequently and consistently than others. Key factors for their success included strong business focus and metrics for assessments, leadership buy-in, and a competency framework. To achieve best results, companies need to use assessments throughout employment and link the results to organizational performance metrics.
This document discusses the challenges of prediction in talent assessment. It notes that while predictive power is claimed to be increasing, organizations still face issues like disengagement and leadership failures. It outlines 7 challenges to accurate prediction: 1) Defining success is problematic, 2) Cause and consequence can be confused, 3) Research often uses small, unrepresentative samples, 4) Our theories of performance may not reflect reality, 5) Self-fulfilling prophecies can distort results, 6) Predictors can be incorrectly equated, and 7) Claims of predictive accuracy are difficult to evaluate. Addressing these challenges will help improve predictive models and decision-making in talent management.
The board survey found that boards are increasingly focused on strategy and future challenges. They spend more time on strategic issues and expect stronger financial performance than competitors. However, boards recognize a need to improve understanding of company strategy and upgrade their own skills to address future challenges. Regular board evaluations are needed to improve performance through a better understanding of strategy, stronger board dynamics, and ensuring the right mix of competencies.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
NewPower Coaching and Consulting firm focuses on supporting organizations in developing and implementing comprehensive talent management strategies to achieve optimal organizational health. They utilize proven tools like behavioral assessments, 360 reviews, engagement surveys, and focus groups to analyze an organization and identify areas for improvement. NewPower then works with leaders to create targeted development plans aligned with company goals to increase employee engagement, performance, and retention, thereby improving business outcomes like costs, customer relationships, and growth.
This document discusses key findings from a survey about engaging the global workforce. The main points are:
1) Business leaders recognize the importance of employee engagement but HR needs to take a more strategic role and demonstrate ROI.
2) Employee recognition improves engagement, which increases retention, productivity and company performance.
3) Developing a universal recognition platform for global companies is difficult due to differences in cultures and locations.
4) CFOs are often not aware of how much companies spend on recognition programs, and HR and Finance need to work more closely together.
5) The CTO and CFO should collaborate to develop engagement strategies, but currently only about half of companies report this level of cooperation between
Since 1988 Aberdeen\'s Research Benchmarks provide an in-depth and comprehensive look into process, procedure, methodologies and technologies with best practice identification and actionable recommendations. Recently published in March 2010, this report is a decision guide for organizational performance, analyzing talent assessment strategies.
- Traditional performance management systems are often ineffective and fail to improve employee performance for various reasons, such as goals not being clearly aligned, biases influencing evaluations, and lack of training.
- An alternative is needed that focuses on regular, positive feedback and coaching from managers. Seeing managers as coaches who help employees improve or maintain high standards may be more effective than annual performance reviews.
- Employees' views of performance management systems matter, as engaged employees will perform well regardless, while dissatisfied employees will likely view systems negatively. Keeping employees satisfied and engaged should be a priority.
Aberdeen Talent Assessment Strategies Report Pi Covermikewillard
The document discusses how organizations are increasingly using talent assessments to improve decision-making and align individual performance with organizational goals. It analyzes data from over 400 companies to identify best practices of top performers. Best-in-Class companies were found to use assessments more broadly across jobs and employees, more frequently and consistently than others. Key factors for their success included strong business focus and metrics for assessments, leadership buy-in, and a competency framework. To achieve best results, companies need to use assessments throughout employment and link the results to organizational performance metrics.
This document discusses the challenges of prediction in talent assessment. It notes that while predictive power is claimed to be increasing, organizations still face issues like disengagement and leadership failures. It outlines 7 challenges to accurate prediction: 1) Defining success is problematic, 2) Cause and consequence can be confused, 3) Research often uses small, unrepresentative samples, 4) Our theories of performance may not reflect reality, 5) Self-fulfilling prophecies can distort results, 6) Predictors can be incorrectly equated, and 7) Claims of predictive accuracy are difficult to evaluate. Addressing these challenges will help improve predictive models and decision-making in talent management.
The board survey found that boards are increasingly focused on strategy and future challenges. They spend more time on strategic issues and expect stronger financial performance than competitors. However, boards recognize a need to improve understanding of company strategy and upgrade their own skills to address future challenges. Regular board evaluations are needed to improve performance through a better understanding of strategy, stronger board dynamics, and ensuring the right mix of competencies.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
NewPower Coaching and Consulting firm focuses on supporting organizations in developing and implementing comprehensive talent management strategies to achieve optimal organizational health. They utilize proven tools like behavioral assessments, 360 reviews, engagement surveys, and focus groups to analyze an organization and identify areas for improvement. NewPower then works with leaders to create targeted development plans aligned with company goals to increase employee engagement, performance, and retention, thereby improving business outcomes like costs, customer relationships, and growth.
"Translating Strategy to Measureable Actions... from PowerPoint to PracticeNidal Bitar
Be amongst 200+ senior executives who will particpate in "Translating Strategy to Measureable Actions... from PowerPoint to Practice on May 18th... for more info, please visit: www.translatingstrategy.scopi.org
This document provides information about a specialization program in competency mapping and benchmarking. The program is intended for experienced human resources professionals and will cover topics like competency analysis, organizational competency requirements, competency-based strategy development, and change management techniques for adoption of competency mapping. Attendees will learn Catalyst's framework for competency mapping and benchmarking implementation, explore case studies, and participate in interactive sessions focused on application of the concepts. The goal is to equip participants with the skills to execute competency mapping in their own organizations and enhance their professional growth.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
Michael Stein is a strategic enterprise operations thought leader with 11 years of experience managing budgets, projects, and teams. He has demonstrated skills in business analysis, communication, and leadership. Past experiences include managing 23 business entities with $32 million in annual revenue, directing strategic plans for startups and private firms, and developing business plans and marketing materials to raise $1 million in investment capital.
Building an Enterprise Class Sharepoint TeamColumbus Brown
The document provides guidance on building an enterprise-class SharePoint team. It discusses why collaboration requires teams, what kind of team is needed based on organizational size, maturity and goals. It also addresses how to demonstrate the value of the team to leadership in order to obtain necessary resources. The key points are that collaboration and teams rely on each other, the team composition should align with organizational objectives, and benefits must be shown to sponsors who can approve funding and hiring.
This document provides an overview of topics relevant to human resources professionals. It discusses introducing Toronto Training and HR, providing support to employees, getting process management right, process improvement, and creating strategic impact. It also covers labour costs, fleet management, gaining board credibility on handling talent, skills for HR leaders, problems with investigations, mediation, the psychological contract, and HR planning. Finally, it discusses topics such as becoming business savvy, cultural differences, metrics for 2012, the future of work, and conclusions.
This document provides an overview of strategic planning for managers. It discusses the five key tasks of strategic planning: forming a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. It also examines factors that shape strategic choices, such as external factors like regulations and competitive conditions, and internal factors like a company's strengths and weaknesses. Finally, it outlines how to analyze an industry environment, consider generic competitive strategies, and effectively implement and execute a chosen strategy.
The document discusses developing a business development strategy and 2009 business plan. It focuses on reviewing performance in 2008, identifying trends and areas for improvement, conducting a SWOT analysis, defining target market sectors and key clients, developing a pricing strategy, analyzing competitors, and setting achievable yet aggressive production goals with accountability measures. The overall goal is to use the strategic planning process to guide business growth and access funding in the new year.
The document discusses three drivers of customer equity: value equity, brand equity, and retention equity. Value equity is a customer's objective assessment of a brand based on perceptions of quality, price, and convenience. Brand equity is a customer's subjective assessment of a brand shaped by marketing. Retention equity is a customer's tendency to remain loyal to a brand based on relationship benefits for both the customer and firm. Various programs can influence these three drivers and build customer lifetime value over time.
This document discusses different types and levels of innovation including product, process, and strategy innovation. It also describes five models for managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. The key aspects of each model are outlined. The document concludes with recommendations for developing an innovation strategy such as scanning for opportunities, challenging industry assumptions, and focusing on value creation throughout the new product development process.
This document outlines steps for developing a customer service strategy, including determining important customer service attributes, competitor vulnerabilities, and a company's own service capabilities. It identifies four core elements of a service strategy: reliability, surprise, recovery, and fairness. For each element, it provides examples of how companies can meet customer expectations through things like dependable service, unexpected extras that delight customers, effective problem resolution, and fair treatment of all customers. The document stresses the importance of effective service recovery when problems occur and emphasizes designing reliable service systems to prevent errors.
Strategic capacity planning for products and servicesgerlyn bonus
This document discusses strategic capacity planning for products and services. It defines key capacity planning terms like design capacity, effective capacity, and actual output. It discusses factors that determine effective capacity such as facilities, products, processes, human factors, and external factors. The document outlines the capacity planning process, including estimating future capacity needs, evaluating existing capacity, identifying alternatives, and implementing solutions. It also discusses challenges in planning service capacity and tools for analysis like cost-volume analysis and financial analysis.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
The document summarizes the findings of a study on best practices for tracking, managing, and measuring meetings and event ROI. The study found that companies who adopt event management technology that centralizes planning and enforces meeting policies can save up to $2.2 million annually in event costs. However, many companies currently lack the infrastructure or tools to properly track spending and measure ROI. The document recommends companies implement an end-to-end event management system to gain better visibility and control over spending to maximize savings.
Building a Business Case for Strategic Meetings Management TechnologySignUp4
This report aims to assist event professionals across the globe in building an effective business case for leveraging technology within their strategic meetings management programs.
Best-in-Class organizations in strategic sourcing source 76% of their total spending through formal processes, 32% based on sustainable approaches, and identify 16% in average yearly savings. They are twice as likely to use scenario optimization and have commodity councils engaged in sourcing. To achieve Best-in-Class performance, companies must establish formal strategic sourcing with standardized processes, leverage e-sourcing to drive higher savings and automate processes, and invest in sustainability initiatives for long-term impacts on savings.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
ERP In Manufacturing 2012 - A Study done by Aberdeenakanaran
This document discusses manufacturers' evolving ERP strategies based on a survey of 173 manufacturing organizations. It finds that 92% have implemented ERP to address pressures like reducing costs, managing growth, and improving customer response times. The Best-in-Class outperform peers on key metrics like inventory reduction and on-time delivery. They employ strategies like streamlining processes and linking global operations. Successful ERP implementations require standardizing processes, integrating modules, and providing real-time data and alerts to drive decisions.
Integrating Meetings Into Transient Hotel Sourcing - BLG WhitepaperAl Norman
When you negotiate your annual Hotel Sourcing Program, have you wondered if your Meetings spend can be incorporated in the process? Read this whitepaper.
Operational Risk Management: Standard RequirementsGerardus Blokdyk
The document provides a self-assessment guide for operational risk management. It outlines 7 criteria for evaluating operational risk management practices: 1) Recognize the need for change, 2) Define the problem, needs, and objectives, 3) Gather the correct data and measure current performance, 4) Analyze causes, assumptions, and hypotheses, 5) Improve processes based on analysis, 6) Control risks by implementing improvements, and 7) Sustain improvements by monitoring and updating practices. Users are instructed to rate questions under each criteria on a scale of 1 to 5 to evaluate their operational risk management and identify areas for improvement.
"Translating Strategy to Measureable Actions... from PowerPoint to PracticeNidal Bitar
Be amongst 200+ senior executives who will particpate in "Translating Strategy to Measureable Actions... from PowerPoint to Practice on May 18th... for more info, please visit: www.translatingstrategy.scopi.org
This document provides information about a specialization program in competency mapping and benchmarking. The program is intended for experienced human resources professionals and will cover topics like competency analysis, organizational competency requirements, competency-based strategy development, and change management techniques for adoption of competency mapping. Attendees will learn Catalyst's framework for competency mapping and benchmarking implementation, explore case studies, and participate in interactive sessions focused on application of the concepts. The goal is to equip participants with the skills to execute competency mapping in their own organizations and enhance their professional growth.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
Michael Stein is a strategic enterprise operations thought leader with 11 years of experience managing budgets, projects, and teams. He has demonstrated skills in business analysis, communication, and leadership. Past experiences include managing 23 business entities with $32 million in annual revenue, directing strategic plans for startups and private firms, and developing business plans and marketing materials to raise $1 million in investment capital.
Building an Enterprise Class Sharepoint TeamColumbus Brown
The document provides guidance on building an enterprise-class SharePoint team. It discusses why collaboration requires teams, what kind of team is needed based on organizational size, maturity and goals. It also addresses how to demonstrate the value of the team to leadership in order to obtain necessary resources. The key points are that collaboration and teams rely on each other, the team composition should align with organizational objectives, and benefits must be shown to sponsors who can approve funding and hiring.
This document provides an overview of topics relevant to human resources professionals. It discusses introducing Toronto Training and HR, providing support to employees, getting process management right, process improvement, and creating strategic impact. It also covers labour costs, fleet management, gaining board credibility on handling talent, skills for HR leaders, problems with investigations, mediation, the psychological contract, and HR planning. Finally, it discusses topics such as becoming business savvy, cultural differences, metrics for 2012, the future of work, and conclusions.
This document provides an overview of strategic planning for managers. It discusses the five key tasks of strategic planning: forming a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. It also examines factors that shape strategic choices, such as external factors like regulations and competitive conditions, and internal factors like a company's strengths and weaknesses. Finally, it outlines how to analyze an industry environment, consider generic competitive strategies, and effectively implement and execute a chosen strategy.
The document discusses developing a business development strategy and 2009 business plan. It focuses on reviewing performance in 2008, identifying trends and areas for improvement, conducting a SWOT analysis, defining target market sectors and key clients, developing a pricing strategy, analyzing competitors, and setting achievable yet aggressive production goals with accountability measures. The overall goal is to use the strategic planning process to guide business growth and access funding in the new year.
The document discusses three drivers of customer equity: value equity, brand equity, and retention equity. Value equity is a customer's objective assessment of a brand based on perceptions of quality, price, and convenience. Brand equity is a customer's subjective assessment of a brand shaped by marketing. Retention equity is a customer's tendency to remain loyal to a brand based on relationship benefits for both the customer and firm. Various programs can influence these three drivers and build customer lifetime value over time.
This document discusses different types and levels of innovation including product, process, and strategy innovation. It also describes five models for managing innovation: the suggestion system, continuous improvement teams, new venture teams, incubator lab, and innovation teams. The key aspects of each model are outlined. The document concludes with recommendations for developing an innovation strategy such as scanning for opportunities, challenging industry assumptions, and focusing on value creation throughout the new product development process.
This document outlines steps for developing a customer service strategy, including determining important customer service attributes, competitor vulnerabilities, and a company's own service capabilities. It identifies four core elements of a service strategy: reliability, surprise, recovery, and fairness. For each element, it provides examples of how companies can meet customer expectations through things like dependable service, unexpected extras that delight customers, effective problem resolution, and fair treatment of all customers. The document stresses the importance of effective service recovery when problems occur and emphasizes designing reliable service systems to prevent errors.
Strategic capacity planning for products and servicesgerlyn bonus
This document discusses strategic capacity planning for products and services. It defines key capacity planning terms like design capacity, effective capacity, and actual output. It discusses factors that determine effective capacity such as facilities, products, processes, human factors, and external factors. The document outlines the capacity planning process, including estimating future capacity needs, evaluating existing capacity, identifying alternatives, and implementing solutions. It also discusses challenges in planning service capacity and tools for analysis like cost-volume analysis and financial analysis.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
The document summarizes the findings of a study on best practices for tracking, managing, and measuring meetings and event ROI. The study found that companies who adopt event management technology that centralizes planning and enforces meeting policies can save up to $2.2 million annually in event costs. However, many companies currently lack the infrastructure or tools to properly track spending and measure ROI. The document recommends companies implement an end-to-end event management system to gain better visibility and control over spending to maximize savings.
Building a Business Case for Strategic Meetings Management TechnologySignUp4
This report aims to assist event professionals across the globe in building an effective business case for leveraging technology within their strategic meetings management programs.
Best-in-Class organizations in strategic sourcing source 76% of their total spending through formal processes, 32% based on sustainable approaches, and identify 16% in average yearly savings. They are twice as likely to use scenario optimization and have commodity councils engaged in sourcing. To achieve Best-in-Class performance, companies must establish formal strategic sourcing with standardized processes, leverage e-sourcing to drive higher savings and automate processes, and invest in sustainability initiatives for long-term impacts on savings.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
The document discusses how best-in-class marketers use customer analytics and insights to drive more revenue. It finds that fewer than half of best-in-class marketing organizations employ tools like lead management dashboards and campaign management tools. Best-in-class performers were found to utilize website visitor tracking (86%), track and report on all marketing campaign results (82%), and have processes to test campaign content effectiveness (64%). The document recommends that to achieve best-in-class performance, marketing organizations must deploy web analytics to understand prospects and customers, and support campaigns with testing, evaluations, and sharing access to performance metrics.
ERP In Manufacturing 2012 - A Study done by Aberdeenakanaran
This document discusses manufacturers' evolving ERP strategies based on a survey of 173 manufacturing organizations. It finds that 92% have implemented ERP to address pressures like reducing costs, managing growth, and improving customer response times. The Best-in-Class outperform peers on key metrics like inventory reduction and on-time delivery. They employ strategies like streamlining processes and linking global operations. Successful ERP implementations require standardizing processes, integrating modules, and providing real-time data and alerts to drive decisions.
Integrating Meetings Into Transient Hotel Sourcing - BLG WhitepaperAl Norman
When you negotiate your annual Hotel Sourcing Program, have you wondered if your Meetings spend can be incorporated in the process? Read this whitepaper.
Operational Risk Management: Standard RequirementsGerardus Blokdyk
The document provides a self-assessment guide for operational risk management. It outlines 7 criteria for evaluating operational risk management practices: 1) Recognize the need for change, 2) Define the problem, needs, and objectives, 3) Gather the correct data and measure current performance, 4) Analyze causes, assumptions, and hypotheses, 5) Improve processes based on analysis, 6) Control risks by implementing improvements, and 7) Sustain improvements by monitoring and updating practices. Users are instructed to rate questions under each criteria on a scale of 1 to 5 to evaluate their operational risk management and identify areas for improvement.
T&E Expense Management The Best In Class Pillars Of Next Generation Expen...JohannaSchwark
The document discusses next-generation expense management for travel and entertainment (T&E) expenses. It finds that best-in-class organizations have driven lower expense processing costs, higher rates of business travel spend under management, and higher rates of policy compliance. These organizations leverage integration, analytics, and mobile capabilities as pillars of their expense management programs. The document recommends that all organizations develop visibility into T&E spending and formalize key expense management processes.
T&E Expense Management The Best In Class Pillars Of Next Generation Expen...JohannaSchwark
The document discusses next-generation expense management for travel and entertainment (T&E) expenses. It finds that best-in-class organizations have driven lower expense processing costs, higher rates of business travel spend under management, and higher rates of policy compliance. These organizations leverage integration, analytics, and mobile capabilities as pillars of their expense management programs. The document recommends that all organizations develop visibility into T&E spending and formalize key expense management processes.
The document discusses several case studies where business architecture was used to drive business transformation and value. In one case study, a bank used a capability model to transform its HR function by defining future state services, designing an organization around business functions, deciding locations, and outsourcing non-core functions. Another case study discusses how a bank used business architecture mappings to identify non-core processes for outsourcing within an investment division. A third case study outlines how a retail organization used business architecture to analyze functions, locations, and processes across business units to identify opportunities for centralization and restructuring, reducing costs by 30%.
This document discusses the value of governance, risk, and compliance (GRC) initiatives for organizations. It notes that increased regulations, data security risks, and a competitive environment are driving organizations to better manage their data and risks through GRC programs. However, implementing GRC solutions can be challenging due to their technical nature and perceiving them only as reactive compliance tools. The document aims to show GRC as strategic, enterprise-wide initiatives that integrate compliance, risk management, and other business functions to provide long-term business advantages beyond just meeting regulations.
This document discusses the value of governance, risk, and compliance (GRC) initiatives for organizations. It notes that increased regulations, data security risks, and a competitive environment are driving organizations to better manage their data and risks through GRC programs. However, implementing GRC solutions can be challenging due to their technical nature and perceiving them only as reactive compliance tools. The document aims to show GRC as strategic, enterprise-wide initiatives that integrate compliance, risk management, and other business functions to provide long-term business advantages beyond just meeting regulations.
The document discusses accounts payable (A/P) transformation through outsourcing and automation. It finds that enterprises that outsource and automate their A/P functions experience 88% lower invoice processing costs, 52% faster invoice processing times, and 66% higher on-time payment rates compared to others. These "Best-in-Class" enterprises are more likely to standardize A/P operations, utilize shared services centers, and benchmark their processes. The document provides recommendations for enterprises to evaluate their A/P competencies, gain executive support, and implement a shared services center model to achieve better A/P performance.
1) The document discusses the evolution of data-driven decision making in leading organizations. It finds that 11% of surveyed organizations have integrated analytics across the entire company and are considered "analytics leaders".
2) These analytics leaders report greater benefits from analytics like improved financial performance and faster decision making. They also display characteristics like a data-based culture and transparent decision processes.
3) As pressure increases to make decisions more quickly, individuals and organizations are developing new skills to leverage analytics tools and forge closer relationships with analytics professionals to make evidence-based decisions.
This document summarizes a research report on best practices for talent acquisition from sourcing through onboarding. The report found that best-in-class organizations that achieved 95% first-year employee retention, 82% of new hires meeting performance milestones on time, and 16% year-over-year improvement in hiring manager satisfaction shared key strategies. These included defining required skills for each role, making talent acquisition a company-wide priority, focusing on critical roles, and integrating hiring data with other talent processes to continually improve practices. To achieve these results, companies must identify important roles, build future talent pipelines, make hiring a cultural priority, and leverage data across talent functions.
Sales and Operations Planning: Integrate with Finance and Improve RevenuesMarcio Thome
The document discusses how integrating sales, operations, and financial planning can help companies improve revenue and performance during economic volatility. It finds that the best-in-class companies are twice as likely to create profit-optimized plans and focus more holistically on supply, demand, and finance. While many companies still focus primarily on demand forecasting and inventory management, best-in-class firms evaluate scenarios, respond quickly to changes, and express plans in terms of revenue and margins. The document also notes that finance organizations see revenue improvement as a key priority and are increasingly involved in integrated planning through S&OP, though greater engagement is still needed.
- Analytics leaders have integrated analytics across their entire organizations and achieved substantial benefits like improved financial performance and faster decision making. They display characteristics like a data-driven culture and transparency in decision making.
- While most organizations recognize the need for better decision making, many lack formal, consistent processes. Nearly half report a lack of transparency in key decisions.
- Individuals and organizations are evolving to meet increasing demands for timely, data-driven decisions. People are enhancing their analytics skills and forging closer relationships with analytics professionals to leverage data insights.
Using Business Process Mapping as a Communication Facilitator in the Global Enterprise
Information versus Communication
In a recent article on Lombardi Software and in particular their Blueprint business process mapping solution, I referred to John C. Maxwell’s assertion that “information is giving out; communication is getting through.”
It is an interesting perspective in that traditionally process mapping has been viewed as a way of providing an overview of the intricacies of the internal “architectures” that define and drive the modern enterprise. It has rarely (if ever) been considered a communication tool or facilitator. And herein lays the reason for its “boutique” status that has limited its practice to a select few “techies” who are perceived as being more system-oriented versus people-oriented.
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