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“Shelley worked with a cross-functional team and designed a client team approach with enabled us to integrate client strategies from multiple perspectives. Already we have seen results in the marketplace: one customer said that the team approach was critical and instrumental in their decision to sign an ongoing contract. Another prospect said that the strategic team approach was a differentiator in the market place which set the company apart from its larger competitors.”

Dale Brown
Senior Vice President, Sales and Marketing
MedImpact

 

Only Strategic Projects Get Resourced: Case Study

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This mid-sized B2C has a strong CEO with clear values. The number one value is that whatever the company does must benefit the customer. The CEO defines the vision and strategy and he and the execs turn the strategies into projects. They know there are only a small number of projects they can work on. […]

Aligning Performance Improvement, Strategy, and Daily work in Healthcare – Part Two

3D Character and Friendship

Guest Blog by Mary Grace Gardner, MPH is a Director of Strategy and Performance Improvement in the San Francisco Bay Area

What is the rest of the roadmap to answer this question?

In Part One of this blog, Mary Grace Gardner asked the question, “What makes participation in an important performance improvement project fizzle after […]

Aligning Performance Improvement, Strategy, and Daily work in Healthcare – Part One

Guest Blog

 

Guest Blog by Mary Grace Gardner, MPH is a Director of Strategy and Performance Improvement in the San Francisco Bay Area

 

Have you launched a performance improvement project based on someone’s brilliant improvement idea only to see participation fizzle out by the third team meeting? You probably spent hours crafting the perfect kick […]

How to Get Executives Engaged in BPM Analysis

“The process model is boring–just so many rectangles and diamonds.” That’s pretty much what executives say if you show them a process model that is 20-100 steps. They will be impressed by its length and they are likely to say, “Wow that process is pretty complicated. I can see why it takes so long.”

They […]

How Do You Start Process Improvement? Case Example

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This international mid-sized company began by documenting current work processes when suppliers demanded ISO documentation to do business. ISO introduced the need for work process to the company. Then, led by the Quality Manager, the senior leaders made a company inventory, listing 80-100 core workflows (or processes) and reducing them to 30. These 30 became […]