Establishing a direction and vision for an organization. This involves defining the business concept and long-term vision, as well as developing the business strategy and managing strategic initiatives. Processes in this category focus on creating a vision, a mission, and strategic objectives, and culminate in creating measures to ensure that the organization is moving in the desired direction.
| 1.0 | Develop Vision and Strategy | ||||||
| 1.1 | Define the business concept and long-term vision | ||||||
| 1.1.1 | Assess the external environment | ||||||
| 1.1.1.1 | Identify competitors | ||||||
| 1.1.1.2 | Analyze and Evaluate competition | ||||||
| 1.1.1.3 | Identify economic trends | ||||||
| 1.1.1.4 | Identify political and regulatory issues | ||||||
| 1.1.1.5 | Assess new technology innovations | ||||||
| 1.1.1.6 | Analyze demographics | ||||||
| 1.1.1.7 | Identify social and cultural changes | ||||||
| 1.1.1.8 | Identify ecological concerns | ||||||
| 1.1.1.9 | Identify intellectual property concerns | ||||||
| 1.1.1.10 | Evaluate IP acquisition options | ||||||
| 1.1.2 | Survey market and determine customer needs and wants | ||||||
| 1.1.2.1 | Conduct qualitative/quantitative research and assessments | ||||||
| 1.1.2.2 | Capture customer needs and wants | ||||||
| 1.1.2.3 | Assess customer needs and wants | ||||||
| 1.1.3 | Assess the internal environment | ||||||
| 1.1.3.1 | Analyze organizational characteristics | ||||||
| 1.1.3.2 | Analyze internal operations | ||||||
| 1.1.3.3 | Create baselines for current processes | ||||||
| 1.1.3.4 | Analyze systems and technology | ||||||
| 1.1.3.5 | Analyze financial health | ||||||
| 1.1.3.6 | Identify core competencies | ||||||
| 1.1.4 | Establish strategic vision | ||||||
| 1.1.4.1 | Define the strategic vision | ||||||
| 1.1.4.2 | Align stakeholders around strategic vision | ||||||
| 1.1.4.3 | Communicate strategic vision to stakeholders | ||||||
| 1.1.5 | Conduct organization restructuring opportunities | ||||||
| 1.1.5.1 | Identify restructuring opportunities | ||||||
| 1.1.5.2 | Perform due-diligence | ||||||
| 1.1.5.3 | Analyze deal options | ||||||
| 1.1.5.3.1 | Evaluate acquisition options | ||||||
| 1.1.5.3.2 | Evaluate merger options | ||||||
| 1.1.5.3.3 | Evaluate de-merger options | ||||||
| 1.1.5.3.4 | Evaluate divesture options | ||||||
| 1.2 | Develop business strategy | ||||||
| 1.2.1 | Develop overall mission statement | ||||||
| 1.2.1.1 | Define current business | ||||||
| 1.2.1.2 | Formulate mission | ||||||
| 1.2.1.3 | Communicate mission | ||||||
| 1.2.2 | Define and evaluate strategic options to achieve the objectives | ||||||
| 1.2.2.1 | Define strategic options | ||||||
| 1.2.2.1.1 | Select partnerships and relationships to support the extended enterprise | ||||||
| 1.2.2.2 | Assess and analyze impact of each option | ||||||
| 1.2.2.2.1 | Identify implications for key operating model business elements that require change | ||||||
| 1.2.2.2.2 | Identify implications for key technology aspects | ||||||
| 1.2.2.3 | Develop B2B strategy | ||||||
| 1.2.2.3.1 | Develop service as a product strategy | ||||||
| 1.2.2.4 | Develop B2C strategy | ||||||
| 1.2.2.5 | Develop partner/alliance strategy | ||||||
| 1.2.2.6 | Develop merger/demerger/acquisition/exit strategy | ||||||
| 1.2.2.7 | Develop innovation strategy | ||||||
| 1.2.2.8 | Develop sustainability strategy | ||||||
| 1.2.2.9 | Develop global support strategy | ||||||
| 1.2.2.10 | Develop shared services strategy | ||||||
| 1.2.2.11 | Develop lean/continuous improvement strategy | ||||||
| 1.2.2.12 | Develop innovation strategy and framework | ||||||
| 1.2.3 | Select long-term business strategy | ||||||
| 1.2.4 | Coordinate and align functional and process strategies | ||||||
| 1.2.5 | Create organizational design | ||||||
| 1.2.5.1 | Evaluate breadth and depth of organizational structure | ||||||
| 1.2.5.2 | Perform job-specific roles mapping and value-added analyses | ||||||
| 1.2.5.3 | Develop role activity diagrams to assess hand-off activity | ||||||
| 1.2.5.4 | Perform organization redesign workshops | ||||||
| 1.2.5.5 | Design the relationships between organizational units | ||||||
| 1.2.5.6 | Develop role analysis and activity diagrams for key processes | ||||||
| 1.2.5.7 | Assess organizational implication of feasible alternatives | ||||||
| 1.2.5.8 | Migrate to new organization | ||||||
| 1.2.6 | Develop and set organizational goals | ||||||
| 1.2.6.1 | Identify organizational goals | ||||||
| 1.2.6.2 | Establish baseline metrics | ||||||
| 1.2.6.3 | Monitor performance against goals | ||||||
| 1.2.7 | Formulate business unit strategies | ||||||
| 1.2.7.1 | Analyze business unit strategies | ||||||
| 1.2.7.2 | Identify core competency for each business unit | ||||||
| 1.2.7.3 | Refine business unit strategies in support of company strategy | ||||||
| 1.2.8 | Develop customer experience strategy | ||||||
| 1.2.8.1 | Assess customer experience | ||||||
| 1.2.8.1.1 | Identify and review customer touchpoints | ||||||
| 1.2.8.1.2 | Assess customer experience across touchpoints | ||||||
| 1.2.8.1.3 | Perform root cause analysis of problematic customer experiences | ||||||
| 1.2.8.2 | Design customer experience | ||||||
| 1.2.8.2.1 | Define and manage personas | ||||||
| 1.2.8.2.2 | Create customer journey maps | ||||||
| 1.2.8.2.3 | Define single view of the customer for the organization | ||||||
| 1.2.8.2.4 | Define a vision for the customer experience | ||||||
| 1.2.8.2.5 | Validate with customers | ||||||
| 1.2.8.2.6 | Align experience with brand values and business strategies | ||||||
| 1.2.8.2.7 | Develop content strategy | ||||||
| 1.2.8.3 | Design customer experience support structure | ||||||
| 1.2.8.3.1 | Identify required capabilities | ||||||
| 1.2.8.3.2 | Identify impact on functional processes | ||||||
| 1.2.8.4 | Develop customer experience roadmap to develop and implement defined capabilities | ||||||
| 1.2.9 | Communicate strategies internally and externally | ||||||
| 1.3 | Execute and measure strategic initiatives | ||||||
| 1.3.1 | Develop strategic initiatives | ||||||
| 1.3.1.1 | Identify strategic priorities | ||||||
| 1.3.1.2 | Develop strategic initiatives based on business/customer value | ||||||
| 1.3.1.3 | Review with stakeholders | ||||||
| 1.3.2 | Evaluate strategic initiatives | ||||||
| 1.3.2.1 | Determine business value for each strategic priority | ||||||
| 1.3.2.2 | Determine the customer value for each strategic priority | ||||||
| 1.3.3 | Select strategic initiatives | ||||||
| 1.3.3.1 | Prioritize strategic initiatives | ||||||
| 1.3.3.2 | Communicate strategic initiatives to business units and stakeholders | ||||||
| 1.3.4 | Establish high-level measures | ||||||
| 1.3.4.1 | Identify business value drivers | ||||||
| 1.3.4.2 | Establish baselines for business value drivers | ||||||
| 1.3.4.3 | Monitor performance against baselines | ||||||
| 1.3.5 | Execute strategic initiatives | ||||||
| 1.4 | Develop and maintain business models | ||||||
| 1.4.1 | Develop business models | ||||||
| 1.4.1.1 | Assemble business model information | ||||||
| 1.4.1.2 | Secure appropriate approvals | ||||||
| 1.4.1.3 | Identify integration points with existing models | ||||||
| 1.4.1.4 | Adopt the business model | ||||||
| 1.4.2 | Maintain business models | ||||||
| 1.4.2.1 | Establish business model maintenance parameters | ||||||
| 1.4.2.2 | Accept business model feedback parameters | ||||||
| 1.4.2.3 | Prioritize and manage incoming feedback | ||||||
| 1.4.2.4 | Update existing models | ||||||
| 1.4.3 | Establish business model governance | ||||||
Process and performance improvement, helps organizations adapt to rapidly changing environments, build new and better ways to work, and succeed in a competitive marketplace. With a focus on productivity, knowledge management, benchmarking, and quality improvement initiatives, organisations such as the APQC works with its member organizations to identify best practices; discover effective methods of improvement; broadly disseminate findings; and connect individuals with one another and the knowledge, training, and tools they need to succeed.
This APQC Process Classification Framework® (“PCF”) is an open standard developed by APQC, a nonprofit that promotes benchmarking and best practices worldwide. The PCF is intended to facilitate organizational improvement through process management and benchmarking, regardless of industry, size, or geography. To download the full PCF or industry-specific versions of the PCF, as well as associated measures and benchmarking, please visit www.apqc.org/pcf.
