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APQC study: Don't stay quiet when business processes are a changin'
IndustryWeek    Share    Share on FacebookTwitterShare on LinkedinE-mail article
One of the biggest mistakes employers make when changing internal processes is undercommunicating, according to a study released by the American Productivity and Quality Center, a benchmarking firm. APQC references a book by John P. Kotter called "Leading Change" that outlines eight common errors organizations make when attempting to implement process changes.

Editor's note: As an alliance partner, ISPI is working with APQC on a benchmarking study, Using Metrics that Drive Bottom-Line Value. The study focuses on discovering practices and approaches associated with successful performance measurement. The Knowledge Transfer Session for those participating in the study will be Aug. 15-16. The report will be available on the ISPI website shortly thereafter.

Where should performance improvement come from?
GeoVoices    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Eric Engelmann examines the saltshaker theory of leadership, business strategy and improvement, which asserts it's up to the CEO to apply constant, gentle pressure on an organization to set the standard and vision for the company — no matter how many times staff diverge from the vision. "In my view, the saltshaker theory is an interesting concept, but ultimately it doesn't work for a high-performance, professional team. In fact, I think it's completely wrong." More

Work, on-the-job training and you
The Guardian    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The G4S fiasco has highlighted not just a failure to recruit enough people to cover Olympic security, but also a failure to train staff properly. The media is awash with G4S applicants recounting stories of their scant training with only 10 days before the Olympics start. But how common is lack of staff training, and what are the employment rights in this kind of situation? More

Contingency planning: a simple process for everyday business
PM Hut    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Since Murphy's law — anything that can go wrong, will — is not an acceptable explanation for failure in the business world, we need to have action plans for when things do go wrong. Contingency planning is the process of examining activities and milestones to determine what actions will be implemented if they start to go off-track. It is typically performed during project planning, but it can be applied to any critical business milestones or activities. More

Turn Lean and learn to see waste in processes
Times of Malta    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Edward Chetcuti, a mechanical engineer and Lean management coach for Mdina Partnership, explains how adopting a Lean mindset allows people to see waste. "Organizations should strive to eliminate anything the customer is not willing to pay for. It sounds incredible but customers do not pay for up to 95 percent of what organizations do. That is waste. Waste removal applies to every business. It applies to life." More

Manage tomorrow's surprises today
ebizQ    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In this blog, risk expert Steven Minsky highlights the differences between traditional risk management and true enterprise risk management, which is about helping things happen rather than preventing them from happening. It's time to think about risk in new ways and learn how to benefit practically from this rapidly evolving field. More

Opinion: Parts makers taking a wrong turn
BusinessDay    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A self-help program for suppliers has fallen on deaf ears in Australia, writes Ian Porter. Analyzing and improving business processes to bolster performance is something that needs to happen — but isn't. More

6 ways to be transparent in company meetings
GeoVoices    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Erig Engelmann explains why Geonetric places a high premium on transparency during company meetings. "Most companies keep even basic data about performance a secret — as if executives are the only people qualified to hear and understand it or do something about it. But sharing information is a sign that a company treats team members as responsible professionals." More

ISPI Performance Digest
Colby Horton, Vice President of Publishing, 469.420.2601
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Valerie Hunt, Senior Content Editor, 469.420.2690   
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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