Author Archives: kwkeirstead@civerex.com

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of major crimes case management, critical infrastructure protection, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2018 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.

Is this where you want to be?


This is a pitch to consultants and business managers who subscribe to and use BPM (Business Process Management).  It turns out there are two flavors of BPM  –  “B(P)M” (business management that receives orchestration from process templates, process fragment templates, … Continue reading

Posted in BPM, Business Process Management, Case Management, Process Management | Tagged | 1 Comment

How do we get to Excellence from Efficiency and Effectiveness?


Efficiency is the easiest, effectiveness is more difficult. Achieving excellence requires all-hands-on-deck, in my view, and is therefore more difficult to achieve. One thing I recall from days at GE was my boss encouraging all design engineers to do daily … Continue reading

Posted in Competitive Advantage, Operational Efficiency, Productivity Improvement | Tagged , , | 1 Comment

The Nature of Strategic Decision Making


Much of what I read about “Business Management/Decision Making” seems to be written by folks who have little experience in business management. Business Management is all about Decision Making (but not only about decision making). The purpose of this article … Continue reading

Posted in #strategy, Enterprise Content Management, Knowledge Bases, Risk Analysis | Tagged | Leave a comment

Protect and Serve – The search for efficiency and effectiveness


Police Departments have the same overall focus as private sector corporations. 1) evolving strategies that are supportive of a mission, then defining and putting in place initiatives that make good use of available scarce resources. 2) achieving operational efficiency and … Continue reading

Posted in Community Policing, Crime Reduction Initiatives, Homicide Investigations, Law Enforcement, Major Crimes Case Management, Strategic Planning | Tagged | Leave a comment

BPM Process Automation


BPM Process Automation Example Continue reading

Posted in BPM, Business Process Improvement, Business Process Management, FOMM, Operational Efficiency, Process Mapping | Tagged | Leave a comment

Project Management versus Business Process Management


Rule #1 in the area of technology selection is “First the problem, then the solution”. Suppose you want to improve outcomes and you state your need as “workflow and workload management” software. Vendors offering project management (CPM) software will immediately … Continue reading

Posted in Adaptive Case Management, Business Process Management, Competitive Advantage, Operational Planning, Process Management, Productivity Improvement, Project Planning, R.A.L.B., Scheduling, Software Acquisition | Leave a comment

Crime Reduction Initiatives Implementation Guide


Success with Crime Reduction Initiatives involves identification of high return/low risk candidate initiatives, setting the focus on a small number of initiatives, goal/objective setting, then updating and rollout of Departmental Policy & Procedure. Crime Reduction – Drug Distribution/Use Phase I … Continue reading

Posted in Crime Reduction Initiatives, Knowledge Bases, Law Enforcement | Leave a comment

Must-Have Features at a Run-Time Case Management Platform


Case Managers spend their time managing Cases and leveling and balancing resources across Cases.  Popular examples of Cases are Patients in healthcare, Investigations in law enforcement but, in general, a Case is just a cursor position at a post-relational database … Continue reading

Posted in Adaptive Case Management, Case Management, Software Acquisition, Software Design | Tagged | 4 Comments

Closing the gap between strategy and operations – is as easy as A, B, C, D, E


Corporations need two pillars (ECM and DCM) plus three meta-methods to build, sustain and augment competitive advantage. Absent any one of these and the corporation is likely to fail at closing the gap between strategy/operations and operations/strategy. Let’s highlight these … Continue reading

Posted in Adaptive Case Management, Business Process Management, Case Management, Decision Making, Enterprise Content Management, FOMM, Knowledge Bases, Operations Management, Process Management, Project Planning, R.A.L.B., Resource Based View, Uncategorized | 2 Comments

Strategy Development – Same old, or entirely new?


Recently, I was asked whether Edith Penrose’s  “RBV” (Resource Based View) is today obsolete. Fair question, given that RBV goes back to 1959. This led to a question as to whether Porter’s Competitive Advantage method has or has not evolved … Continue reading

Posted in Case Management, Competitive Advantage, Resource Based View, Strategic Planning, Uncategorized | Tagged , | 1 Comment