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Comprised of Fortune 500 Member Companies from around the globe, ABPM champions and provides resources for the development of briefing programs and professionals as strategic resources vital to the success of their organizations. If your organization has a briefing program or is evaluating the benefits of creating one, we encourage you to join our community. Just look at comments from current ABPM members to see how you too can benefit from membership.


Briefly


  • MISMANAGED MEETINGS: STOP WASTING SCARCE EXECUTIVE TIME. By David Mears, Mandel Communications

    • Monday, June 27, 2016
    • admin

    How much time does YOUR senior management team spend in meetings? Are they wasting their time in meetings? Executive time is one of the most precious resources in any company. It's critical to spend it wisely. According to researchers at Harvard Business School and the London School of Economics, the typical senior manager spends more than a third of their working week (18 hours) in meetings. What happens if those meetings are poorly managed?

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  • ENSURING CONSISTENCY ACROSS GLOBAL CENTERS WHILE ENHANCING YOUR CUSTOMERS' EXPERIENCE. by Darby Mason-Werner, Director, Client Solutions, Signet

    • Monday, June 13, 2016
    • admin

    Does your brand consistently offer the most impactful experience in the most efficient fashion across your global Centers? Is your briefing staff able to push a button and have customized content displayed every day? Are your customers experiencing the same "you" when they visit more than one of your Centers in a given year, quarter or month?

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  • THIRD IN A SERIES: FIVE THINGS WE ARE (STILL) GETTING WRONG: FACILITATION - IT'S MORE THAN INTRODUCTIONS AND AGENDA REVIEW. By Roxanne McCreery, President, ABPM

    • Wednesday, May 25, 2016
    • admin

    There is no other World Class Characteristic that gets more push-back from our ABPM membership than this:  Briefings are facilitated by a trained briefing professional or other facilitator in order to deliver dynamic, highly customer-centric experiences.   The objections have been widespread ever since we first introduced the idea — and training — at an early ABPM workshop event in the 1990s.  I distinctly remember hearing some briefing consultants from a relatively mature program (for that time) saying testily:  “That is not our model. And it will never be our model.”  They were wrong, by the way. Still, the push-back is understandable.  It was understandable then, as it is now.  Having adequate human resources to actually manage a briefing with accomplished expertise has always been a troublesome obstacle to implementing a facilitation model… an obstacle which has only become more problematic over time.   Nevertheless, those programs that have trained their briefing team — or others in the organization — to facilitate briefings, and which have adopted at least a partial facilitation model, almost universally attest to the many benefits, some of them unexpected.  Here are some of the things they tell us:

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