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Course Overview

Billions of dollars have been invested in process improvement and information technology by corporate America and the government over the last 15 years. The payback has not met expectations.

The key to solving this "Process Paradox" or "Productivity Paradox" is to link and align business process management with strategic planning so that improvements truly impact the long-term health of an organization.

Companies and organizations in both the public and private sectors that leveraged process or technology innovation to achieve business growth have discovered the processes that are most critical to fulfilling their strategic objectives and leveraged these to make processes true strategic differentiators.

Course Outline

  • The traditional approach to strategy and process
  • Why processes are important to strategy
  • Strategy & process: A two-way relationship
  • Understanding the business environment and the role of process
  • Identifying core processes and strategic capabilities
  • Using process analysis tools to identify strengths, weaknesses, opportunities and threats
  • Process leveraging techniques
  • Process extension
  • Market extension
  • Enterprise creation
  • Value Analysis
  • Selecting a strategy that best capitalizes on your distinctive process capabilities
  • Linking and aligning strategic objectives
  • Managing strategy: Four perspectives
  • Impact of BSC on operational decisions
  • Communication of progress

Additional Information

  • Manager or executive responsible for making strategic decisions
  • Executive, manager or director who needs to leverage innovation to meet organizational objectives
  • Executive, manager or director who wants to improve strategic focus in an operational area
  • Chief Financial Officer or Chief Information Officer
  • Member of a strategic planning team
  • Leader of a BPM, process improvement or innovation team
  • Process owner or manager
  • Why business processes are more important in today's business environment
  • How successful companies have faltered by treating strategic management and process management as separate activities
  • How to use process improvement techniques to reveal the strategic potential of business processes
  • Four techniques for leveraging process excellence to expand market share, strengthen customer relationships, enter new market segments and create new revenue streams
  • How to use Strategy Maps and the Balanced Scorecard to deploy and manage process-oriented strategies.
  • Why technology and process investments must be tied closely to corporate strategy for these efforts to create meaningful, long-term return on investment.

Applies To The Following Certificate

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Section Schedule
Jan 23, 2020 to Jan 24, 2020
Schedule and Location
Contact Hours
13.0
Delivery Options
Course Fees
Registration Fee non-credit $1,295.00
Section Notes

Accountants. This program is approved for 15 CPE credits. Program Level: Basic. Requisite Knowledge: None. Advanced Preparation: None. NASBA Subject Area: Business Management & Organization. Teaching Method: Group-Live.

This course aligns with the following skill(s) area within the PMI Talent Triangle as required by the PMI Organization: Technical Project Management

Learn More about Business Process Management

Learn how our Business Process Management Certificate program can help you gain the skills you need to develop competitive strategies and achieve operational excellence for successful organizations in this new management era.

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Course Materials

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“The instructor is engaging, knowledgeable, and maintains pace and personal energy.”

“The overall content was applicable to my job.”

“Instructor was great.  Information was excellent.”

“Excellent real world examples and exercises.”

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