Accenture - Process Led Transformation - ProcessForum Nordic, Nov.14 2013
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Accenture - Process Led Transformation - ProcessForum Nordic, Nov.14 2013

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Speaker's Corner presentation at ProcessForum Nordic 2013.

Speaker's Corner presentation at ProcessForum Nordic 2013.

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  • Build new capabilities, adapt and be agile, continue to be better, cannot maintain status quo
  • Key Messages:High level overview of 3 component system showing that it’s interconnectedNeed all components together for an effective implementation of process transformation BPM is necessary but is not enoughThe true test is to ask your C-Suite Execs if they believe their process journey is providing defensible competitive advantage? Most leaders only associate process centric initiatives with incremental benefit – The (3) building blocks together can provide rapid, substantive and sustainable business impact.

Accenture - Process Led Transformation - ProcessForum Nordic, Nov.14 2013 Presentation Transcript

  • 1. Process Led Transformation Process Forum Nordic November 2013
  • 2. Improving Operational and Organizational Performance: An unrelenting challenge when we can only see what’s immediately ahead of us • What are the impediments to our performance? • How can execution improve the true customer experience? • How can we identify activities that add no value for the company or our customers? • What can be done to increase enterprise speed and agility? • How to ensure near term actions support longer term strategies? Copyright © 2013 Accenture All rights reserved. 3
  • 3. Process Transparency Allows us to understand how the organization actually works and where to focus our improvements By seeing processes end-to-end we begin to understand how to improve and optimize performance with precision We can identify significant opportunities to rapidly improve quality, cost and speed – simultaneously We can provide competitive advantage for our company while improving certainty of outcome for customers Copyright © 2013 Accenture All rights reserved. 4
  • 4. Why we need Business transformation - Now A need to move from strategy to execution at pace with certainty Government & Politics Economic Volatility Information Technology Globalization New/Demanding Customers Commodity Cycles Copyright © 2012 Accenture All rights reserved. 5
  • 5. The difference between winning and losing... Copyright © 2008 Accenture All Rights Reserved.
  • 6. ...is thorough preparations, and paying attention to the critical details Copyright © 2008 Accenture All Rights Reserved.
  • 7. Doing the right things… … and do them right! Effectiveness Efficiency … to do the right things … to do the things right Strategy/Targets (Program Mission) + Business Success Processes
  • 8. PLT Combines Three Elements to Enable and Sustain Competitive Advantage through Targeted Interventions and Proactive Process Management The PLT approach is a holistic method for process performance drawing from all three capabilities throughout the journey. Diagnose Architect Transform (Execute & Operate) Insight Driven BPM Execution Excellence Concentration of capabilities varies with every phase of delivery, but in each phase all capabilities have a significant contribution to overall impact & results Copyright © 2013 Accenture All rights reserved. 12
  • 9. Process Led Transformation is a Value Centric Approach Most believe that anything related to process improvement or process management provides only incremental benefit, requires long term commitment and has little impact on strategic North Stars – lacking an ability to “move the big needles.” • Provides a pragmatic approach to diagnose enterprise issues • Creates dynamic view of the way an organization works • Brings insight and clarity around the intersection of process, offerings, processes, and the functional organization to respond to changing business conditions and requirements Issue Based Process Led Identifies Enterprise Client Issues Value Creates a Process Strategy Outcome Driven Drives Strategic Outcomes • Understands the value of processes as vital business assets • Uses process segmentation to identify value impact • Utilizes process specific improvement methods to enable agility: Standardization, Optimization, Innovation, and Automation • Links improvement activities to strategic outcomes vs. those that merely “keep the lights on” • Uses advanced analytics to improve business processes • Establishes a framework to prioritize improvement efforts leading to enduring results Copyright © 2013 Accenture All rights reserved. 13
  • 10. Ownership and leadership commitment is a critical success factor in making BPM a part of Corporate DNA Commitment: “The attitude of someone who works very hard to do or support something” - Merriam-Webster Dictionary Copyright © 2012 Accenture All rights reserved. 15
  • 11. Roadmap for integrated BPM implementation Indicative Timeline 1 Strategy 2 X Understand client needs …. … X … … … … … … BPM business case & roadmap X Plan BPM CoE X Setup BPM CoE X Repository & Modeling … X Process prioritization X Governance … Repository Strategy Rollout processes in line with Strategy X X Select & deploy BPM tool X Evolve BPM initiative X Develop process models in the repository Link process models to IT X Simulate business scenarios Performance monitoring X X Identify KPI Performance Monitoring X Setup BPM helpdesk Managed Services X X Migrate repository content Conduct ongoing training activities X Administer, Maintain & update repository Copyright © 2012 Accenture All rights reserved. Strategy Governance Repository Managed Services Performance monitoring 17