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on 22-Apr-10 02:31.
Process Mapping: The Way to Engaged Employees and Better Business Results
by Leslie Allan
Business pundits have recognized now for a number of years that a motivated employee is a productive employee. This is true across international boundaries, as major research studies have shown. Studies conducted by research houses such as Towers Perrin, BlessingWhite and Gallup Consulting consistently reveal a strong correlation between the level of employee engagement in an organization and its ability to meet its business goals.
There are many organizational and personal factors that contribute to an employee's commitment level. One powerful but often unused method for raising employee motivation and effectiveness is mapping business processes. Process mapping entails identifying and representing in simple graphical form the steps used to deliver a product or service to both internal and external customers. Mapping processes is a central activity in all quality initiatives. And it's no wonder. You can't improve what you don't understand.
on 22-Apr-10 01:57.
Must Your Scorecard be Balanced?©
by Arthur M. Schneiderman
An edited version of this article appears in strategy + business
Conventional wisdom mandates that a scorecard contain a balance of:
financial and non-financial, lagging (results or retrospective) and leading (process or predictive), externally (customer) and internally (processes) focused, and short-term and long-term metrics.
It also demands representation within a prescriptive framework; most often financial, customer, internal, and learning and growth.
But is this really necessary? Let's first look at the origins of the "balanced" part of the scorecard.
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