BY Bridget Wardlaw ON
Thursday, 9 December 2010
 During a literature search on business process management, I found references from Messrs Buciuman-Coman and Sahlean to the 'dynamically stable enterprise'. It left me with a lasting vision of where most organisations need to be in an environment of extreme change.
Then I came across this tweet from Rob England: 'Can #ITIL evolve from seeing stability as the end-state to seeing change as the end-state?'
Good question, I thought.
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BY Don Boyd ON
Thursday, 21 October 2010
 In my past posts, I have looked at process improvement from the organisation’s point of view. This time, I want to look at it from the consultant’s point of view—after all, the consultant is the key player in process analysis.
Let’s look at how consultants can miss the mark. It’s generally in using the enemies of good analysis: inappropriate assumption and subjectivity.
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BY Don Boyd ON
Thursday, 15 July 2010
One of the most startling implications of Einstein’s equations is that two people with independent reference points will see the same event as occurring at different times. To see something happening at the same time, the viewers must both be looking at it from the same place. On the surface this may not appear to have much relevance to process, but it does—a process operates according to the same law.
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BY Don Boyd ON
Thursday, 6 May 2010
Which is more important to your organisation? People or process?
This reminds me of that unanswerable question: which came first, the chicken or the egg?
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BY Don Boyd ON
Thursday, 4 March 2010
Whilst it would cause me great joy to spend a few paragraphs on the perils of debt, wallowing in countless examples of how it has ruined most people’s enjoyment of the 21st century, my attention is turned more directly to a particular type of debt and the effect that it has on organisations. That debt is time debt.
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BY Brad Ferguson ON
Thursday, 21 January 2010
 Let me pre-empt this post by saying that I embrace the use of technology in both the business and social worlds. Look, if it hadn’t been for early adopters like myself who purchased the Apple Newton in the early 90s (and then returned for the Newton II) we may never have seen the development of the iPhone and its growing list of competitors!
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BY Mark Scott ON
Thursday, 8 October 2009
 I hate flowcharts! Harsh, yes, so allow me to explain …
As a means of mapping or modelling a process, socialising and refining it, and as a visual representation of it, flowcharts are hard to beat. They make processes easier to define, understand and follow.
But as the final documented form of processes, flowcharts aren’t always effective.
It's not flowcharts per se that are the problem—it's that, often, they’re poorly drawn. And that's why I hate flowcharts.
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