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Business Process Management
Why Did We Fail and What Do We Need to Do to Get it Right Next Time?
Stockholm, November 14th ...
Contents
●
●
●
●
●

1

Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up

© Acando AB
This session will elaborate on the WHY, HOW, and WHAT of
process management

2

© Acando AB

2013-11-18
Contents
●
●
●
●
●

3

Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up

© Acando AB
The primary purpose of the organisation structure is to
coordinate activities and resources in the value chain

4

© Acand...
In the same way as for organizations, the design principles of
airplanes affect the need for coordination

5

© Acando AB
The design of the organization structure affects the need for crossfunctional coordination and decision-making

6

© Acand...
The organization design affects the three main structural features
affecting the need for coordination

7

© Acando AB

So...
Using the model, we can see that different companies have
different need for coordination

8

© Acando AB

Source: The res...
The strategic agenda in Volvo outlines a clear direction of increased
integration which increases the need for governance ...
Contents
●
●
●
●
●

10

Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up

© Acando AB
The performance gap can be handled through two main strategies,
reduce need or increase ability to coordinate

11

© Acand...
Processes is one of the governance models which enables
horizontal coordination

12

© Acando AB

Source: The results from...
Even if organizations and processes have been around for some
time, confusion still arises on different occasions

13

© A...
As expected, different organizations have different approaches
to processes

14

© Acando AB
A common mistake is to optimizing each function’s processes
instead of capturing the holistic end-to-end flow..

15

© Aca...
..and to assign the line managers as the process owners..

16

© Acando AB
..using a too rudimentary approach to process design

17

© Acando AB
Contents
●
●
●
●
●

18

Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up

© Acando AB
Much of the resistance to process management can be found
in how it triggers our reptilian brain

19

© Acando AB

Source:...
To resolve the conflict, we need to define how process roles
and line organization roles shall work in symbiosis

20

© Ac...
The model sets the pendulum into the optimal position for the
balanced organization that maximizes performance

21

© Acan...
In addition to designing and implementing the governance models, the
proper dynamic leadership and corporate culture needs...
Contents
●
●
●
●
●

23

Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up

© Acando AB
Some of the key messages from this session

© Acando AB

24
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Acando - Business Process Management - ProcessForum Nordic, Nov.14 2013

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Transcript of "Acando - Business Process Management - ProcessForum Nordic, Nov.14 2013"

  1. 1. Business Process Management Why Did We Fail and What Do We Need to Do to Get it Right Next Time? Stockholm, November 14th 2013 Dr. Roger Lundegård Head of Strategy & Transformation Acando Management Consulting Tel: +46-72-517 7106 roger.lundegard@acando.com © Acando AB © Acando AB
  2. 2. Contents ● ● ● ● ● 1 Introduction The WHY? The HOW? The WHAT? Wrap-up © Acando AB
  3. 3. This session will elaborate on the WHY, HOW, and WHAT of process management 2 © Acando AB 2013-11-18
  4. 4. Contents ● ● ● ● ● 3 Introduction The WHY? The HOW? The WHAT? Wrap-up © Acando AB
  5. 5. The primary purpose of the organisation structure is to coordinate activities and resources in the value chain 4 © Acando AB Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
  6. 6. In the same way as for organizations, the design principles of airplanes affect the need for coordination 5 © Acando AB
  7. 7. The design of the organization structure affects the need for crossfunctional coordination and decision-making 6 © Acando AB Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards
  8. 8. The organization design affects the three main structural features affecting the need for coordination 7 © Acando AB Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
  9. 9. Using the model, we can see that different companies have different need for coordination 8 © Acando AB Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
  10. 10. The strategic agenda in Volvo outlines a clear direction of increased integration which increases the need for governance and processes 9 © Acando AB
  11. 11. Contents ● ● ● ● ● 10 Introduction The WHY? The HOW? The WHAT? Wrap-up © Acando AB
  12. 12. The performance gap can be handled through two main strategies, reduce need or increase ability to coordinate 11 © Acando AB Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
  13. 13. Processes is one of the governance models which enables horizontal coordination 12 © Acando AB Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards
  14. 14. Even if organizations and processes have been around for some time, confusion still arises on different occasions 13 © Acando AB
  15. 15. As expected, different organizations have different approaches to processes 14 © Acando AB
  16. 16. A common mistake is to optimizing each function’s processes instead of capturing the holistic end-to-end flow.. 15 © Acando AB
  17. 17. ..and to assign the line managers as the process owners.. 16 © Acando AB
  18. 18. ..using a too rudimentary approach to process design 17 © Acando AB
  19. 19. Contents ● ● ● ● ● 18 Introduction The WHY? The HOW? The WHAT? Wrap-up © Acando AB
  20. 20. Much of the resistance to process management can be found in how it triggers our reptilian brain 19 © Acando AB Source: The results from academic research on psychology and change management
  21. 21. To resolve the conflict, we need to define how process roles and line organization roles shall work in symbiosis 20 © Acando AB
  22. 22. The model sets the pendulum into the optimal position for the balanced organization that maximizes performance 21 © Acando AB
  23. 23. In addition to designing and implementing the governance models, the proper dynamic leadership and corporate culture needs to be nurtured 22 © Acando AB Source: The results from academic research on psychology and change management
  24. 24. Contents ● ● ● ● ● 23 Introduction The WHY? The HOW? The WHAT? Wrap-up © Acando AB
  25. 25. Some of the key messages from this session © Acando AB 24
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