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on 21-Apr-10 22:37.
Risk Analyst Enterprise Wide Risk Management
People play an extremely integral role in ensuring effective ERM. People make the decisions and manage the processes that determine the amount of risk an organization assumes. Because many are not trained to identify risk in their enterprise, motivating employees to support ERM is a universal challenge among organizations of all industries. By getting individual employees to understand how risk is related to their jobs and how their efforts ensure organizational stability, the adversity of ensuring cooperation and buy-in for ERM can be alleviated. In this session, you will learn how to establish buy-in and support for ERM among individual employees.
on 21-Apr-10 22:36.
For many organizations, risk is the stumbling block that prevents the seam-less execution of organizational strategy. Enterprise risk prevents a strategy from being communicated throughout an organization and creates a divide between business operations and the achievement of objectives. In this session, you will learn how risk creates the chasm between operations and strategic objectives and how risk can be managed to ensure organizational alignment to strategy.
on 21-Apr-10 22:33.
Director of PR and Communications
GE Healthcare - Performance Solutions
Consensus is building around the need for transformation in healthcare. The quest for excellence has increasingly involved adapting best practices from other industries. Some of the most successful health systems are adapting business strategies and process improvement techniques that have allowed companies to thrive over the past two decades. In this session, attendees will learn how a comprehensive approach can help to overcome common barriers and create a roadmap for sustainable change.
on 21-Apr-10 22:31.
on 21-Apr-10 22:29.
Business Operations Director, Six Sigma Business Excellence
Part of the holistic quality approach used at CIGNA combines the discipline and rigor of Six Sigma with Applied Behavioral Science to identify critical behaviors driving the right business results, not only by employees directly involved in the process flow, but also the management leadership behaviors required to reinforce the new behaviors supporting the improved process. We will review a case study of how critical behaviors by front line staff, managers, and directors, were identified and vertically aligned to support process improvements made to a transactional service process and how Six Sigma controls and measurement systems were implemented to track and monitor results.
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