Seamless Process & Business Process Management - Srikrishnan Sundararajan
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Seamless Process & Business Process Management - Srikrishnan Sundararajan Seamless Process & Business Process Management - Srikrishnan Sundararajan Presentation Transcript

  • 22nd – 24th November 2012, Jaipur Seamless Process & Business Process Management Srikrishnan Sundararajan Lab Services Leader, Business Agility and Mobility, IBM India Software Labhttp://bit.ly/Imperatives
  • More than 70% of CEOs are seeking a better understanding of individual customer needs and improved responsiveness2012 CEO C-suite Study“This is now a continuous feedback kind of world, and we need theorganizational nimbleness to respond.” ~ CEO, Financial Markets http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur
  • Business Process Effectiveness is the Top Priority for Executives McKinsey’s Global Technology Survey found that “Improving business process effectiveness” ranked as the #1 priority for executives McKinsey Global Technology Survey, December 2011 , How IT is Managing New Demands https://www.mckinseyquarterly.com/High_Tech/Strategy_Analysis/A_rising_role_for_IT_McKinsey_Global_Survey_results_29003
  • Effective and Efficient Processes Deliver Significant Results… Horizon Healthcare speeds up payments to members and providers while achieving over 300% return on investment City of Madrid reduces emergency response time by 25% through end-to-end co-ordination of emergency and municipal services Globe Telecom increases promotion related sales by 112% through an improved customer experience and more effective campaigns4
  • … but Process Defects can Topple Major Global Companies “Between now and year-end 2014, overlooked but easily detectable business process defects will topple 10 Global 2000 companies” ~ Gartner http://www.gartner.com/it/page.jsp?id=15301145
  • Emerging Roles Personify the Need to Achieve Process Innovation Customer Centricity: Risk Management: Chief Customer Officer Chief Risk Officer Ensure customer’s interaction Manage operational, financial, with the business is seamless strategic, compliance and and maximize customer profitability reputational risk Healthcare Delivery: End-to-end Product Delivery: Chief Medical Information Officer Chief Commercial Officer Increase physician productivity and Collectively manage product hospital utilization by streamlining development, marketing and patient flow sales to bring an idea to market Business processes must be interconnected to serve the6 shared interests of the organization
  • Cross-Functional Outcomes Require Cross-Functional Processes Interconnect and synchronize departments with enterprise-wide visibility Manage for cross-functional outcomes enabled by collaboration Prevent sub-optimized „islands of excellence‟ with simple, easy to use governance Capabilities must be simple, yet powerful to bridge across silos in a continually changing environment7
  • Building Blocks to Achieve Process Innovation Empowering business and IT users to easily manage change Business rules and analytics provide flexibility for repeatable decisions that change frequently Processes can mix structured and unstructured activities, according to business needs Flexible integration interconnects applications and services across the organization8
  • 9
  • A Focus on Business Operations Connects the C-Suite to Execution Chief Customer Officer Chief Risk Officer Chief Commercial Officer Chief Medical Information Officer Chief Clinical Innovation Officer … Processes unify the organization around a common set of shared interests10
  • Each Business Operation Should be Iteratively Improved Achieve clearer line-of-sight to business operations Align business operations with Foster cross-functional and strategic intent in the face of change cross-divisional outcomes11
  • Start at the Point of Greatest Need… Typical entry points to achieve process innovation Product Development Go-to-Market Order to Cash  Reduce time to market of  Dynamic pricing to respond  Account opening process new products & services to market conditions automation  Streamline production  Leverage customer insights  Automated order procurement sourcing for target marketing processing & fulfillment Insurance Banking  Automated claims processing  Reduced loan processing times  Improved fraud detection  Financial risk & regulatory compliance Healthcare Government  Improved patient care  Customs & border control  Personalized fitness & nutrition  Improved public safety Energy & Utilities Travel & Transportation  Power grid management  Online ticketing & reservations  Energy consumption  Travel & hotel pricing management management Retail Manufacturing  Retail distribution supply chain  Manufacturing production quality & control automation  Reduced manufacturing production time  Customer loyalty programs12
  • … But Begin with the End in Mind Order to Cash Shareholder Go to Market Management Product Development Human Capital Core Secondary Management Processes Processes “Run the business” “The long tail” A single platform provides the right rigor for all13 operational processes and decisions
  • Process Innovation in Action Interconnecting the design and execution of business operations Go to Market  Dynamic pricing to respond to Product Development market conditions  Reduce time to market  Leverage customer insights for of new products & target marketing services Business Managed  Streamline production Services procurement sourcing Go to Market Partners Customers Order to Cash Product Development Order to Cash  Account opening process automation  Automated order14 processing & fulfillment
  • An Enterprise View of Synchronized Business Operations Go to Market  Dynamic pricing to respond to Product Development market conditions  Reduce time to market  Leverage customer insights for of new products & target marketing services Business Managed  Streamline production Services procurement sourcing Go to Market Partners Go to Market Customers Order to Cash Product Order to Cash Product Development Development Order to Cash  Account opening process automation  Automated order15 processing & fulfillment
  • The Ottawa Hospital Realizes Process Innovation CEO Mandate Become a top 10% performer in Quality of Care and Patient Safety in North America New Role: Chief Medical Information Officer Before After  Improvements in patient flow  Needed patient focused through electronic closed-loop processes to improve quality consults and easy access to of care with better visibility patient information  „Circle of Care‟ visual interface  Lack of timely information to improves communication and staff at the point of care & collaboration within the care across operational areas team  Benchmarking process  Need to improve key metrics: execution to use historic and Patient wait times, Discharge real-time data to make better rates, Instances of relapse patient care decisions “What we are doing is putting process orchestration and process models in place, so that you can literally see the characteristics of the hospital system… and you can then influence that.” ~ Dale Potter, Senior VP and CIO, The Ottawa Hospital16
  • Key Capabilities Help Clients Achieve Process Innovation IBM Software Capabilities Industry Expertise and Solutions Process Discovery & Design Business Operational Advanced Process Decision Case Management Management Management Business Monitoring Master Data Integration Analytics Enterprise Content Management Management17
  • 18
  • in Action…19
  • Visibility Achieve clearer line-of-sight to business operations Process Center provides “What’s New” quickly enterprise view of processes displays deployed assets IBM ODM IBM BPM IBM ODM Decision Center Process Center IBM BPM Process Center IBM BPM Scorecard Scorecard Real-time scorecards BPM for Mobile show work-in-progress From anywhere20
  • Visibility Achieve clearer line-of-sight to business operations IBM BPM Process Portal notifies business users of actions Process Portal required Full Google-type search finds what you need quickly21
  • Visibility Achieve clearer line-of-sight to business operations IBM ODM Decision Center Full text search across all decision assets22
  • Collaboration Foster cross-functional and cross-divisional outcomes IBM Blueworks Live Comment Stream allows participants to collaborate Blueworks Live and Process Center allow joint participation in process design IBM ODM Decision Center IBM BPM IBM BPM Process Center IBM BPM Process Center Comment Stream23
  • Collaboration Foster cross-functional and cross-divisional outcomes Decision Center enables IBM ODM collaboration on assets of interest and change Decision Center notifications24
  • Collaboration Foster cross-functional and cross-divisional outcomes Connect with experts directly within process IBM BPM coaches Process Portal IBM BPM Process Portal See expert edits directly in coaches, even across multiple languages25
  • Governance Align business operations with strategic intent in the face of change IBM BPM Process Center Snapshots provide reliable version management IBM BPM IBM ODM Decision Center Process Center Process Center Change Logs ensure appropriate Decision Center shared enables centralized approvals have been met library of assets maintain control of processes synchronization26
  • Governance Align business operations with strategic intent in the face of change Multiple Process Centers Establish a Virtual CoE Download IBM solution repository for exemplary content Multiple federated content Process Centers enable shared interest across the enterprise Facilitate reuse IBM across Download process departments templates for IBM products Department 1 Reference Assets in other enterprise My Department repositories Simplify reuse by integrating directly into LOB tools. Department 2 Other Repositories27
  • Governance Align business operations with strategic intent in the face of change Timeline enables a quick view IBM ODM of version history Decision Center Department 128
  • Odyssey Logistics Provides End-to-End Transportation Solutions Connecting individual transportation providers into a complete delivery network Challenges  Choose the best transportation options given each customer‟s unique needs across the globe  Implement customized logistics processes to Solution for Process Innovation provide full service to customers expanding globally  Pre-constructed processes based on sets of common activities that can be quickly customized for local needs Benefits  300% increase in productivity for certain logistics  Business rules reduce complexity by managing rate operations structures, routing guides and  Reduction of errors by more than 10% carrier information Software Offerings:  Meet or exceed customer KPIs in areas of on- time deliveries, invoice turnaround and error-free IBM Operational Decision Management shipping IBM Business Process Manager “Process innovation allows an organization like OL&T to go in to a customer and figure out how to work with them versus trying to overlay a very specific rigid model on our customers”29 ~ Russell Marky, Senior Vice President, Global Business Technology, OL&T
  • UK Border Agency Detects Threats Earlier Advanced passenger processing enhance security and improve responsiveness Challenges  Threats to border security are growing while passenger traffic increases, driving need for early detection of risks Solution for Process Innovation  Passenger risk assessment involves data and processes across Carriers, Port Authorities,  IBM Global Business Services Immigration, Police, Customs designed and deployed solution that enables data sharing and process automation between various agencies Benefits  System handles over 120  Enables the agency to identify threats sooner so million passenger cross-border they can focus attention on high-risk situations movements per annum.  A near-real-time risk assessment provides enhanced security and speeds up processing Software Offerings: IBM Operational Decision Management IBM Business Process Manager “IBM has enabled us to identify threats earlier so that we can more effectively deploy resources at the border, and in some cases prevent travel altogether.”30 ~ Ian Neill, Deputy Director, eBorders
  • Mobile and Cloud Accelerate Process Innovation BPM for Mobile Mobile: Deliver process Cloud: Decrease your innovation to where your time to achieve process users are innovation New Mobile and Cloud features to achieve process innovation31
  • Why IBM for Process Innovation? Unparalleled Expertise and Investment  Expert consulting and implementation services for fast realization of business value  Industry expertise to customize solutions for your specific industry Largest Customer Base  #1 in Business Process Management (BPM) market share according to all leading analysts  #1 in Business Rule Management Systems (BRMS) market share according to all leading analysts Strongest Ecosystem and Partner Network  800+ Business Partners authorized and certified to support customers  Strongest global ecosystem including major global and regional system integrators skilled to provide comprehensive solutions32
  • Build Your Roadmap to Achieve Process Innovation 3 Business Outcomes Establish a Program Succeed 2 with an Initial Project 1 Identify Business Challenge and Value  Extend real-time operational decision making capabilities  Match customers with  Enable rapid business products in real-time led process changes  Quickly change and integrate business  Link customers and  Streamline processes partners into processes multiplatform development,  Improve speed of  Deliver new customer deployment, and operational decisions self-service features to information delivery for beat competition mobile, web, and cloud  Deliver new services faster Project Scope33
  • The BPM Adoption Journey Accelerate ROI with expert services Journey Identify Business Succeed with an Establish a Adopt within Stage Challenge & Value Initial Project Program LOB/Enterprise Define the Accelerate Scale Delivery Scale Business Customers Goals & Opportunity Business Value Capability Impact Context • Established business • Deliver your first • Increase scope & impact • Line-of-business / priorities & objectives. solution successfully. of mission. Enterprise focus. • Build a plan for your • Build foundational • Establish critical mass of • Align strategy and BPM/BRM skills & platform skills. platform skills. execution goals. potential. • Use early win to foster • Establish governance & • Mature platform skills & new adoption. delivery consistency. solution discipline. Charter BPM CoE Establish BPM Program Multiple concurrent Maturity Production Projects launch for 1st project Start 2nd Work With IBM Start 1st project and Partners project Operational BPM CoE Readiness On-Demand Workshop Solution Process Subscription Mentoring Inventory Time34
  • IBM Delivery Approach Collaborative, Iterative and Continuous Solution Delivery Cycle Solution Release Key Best Practices  Develop the solution with the Business, not for the business  Agile development and deployment cycles  User stories to capture business needs  Time-boxing, 2-4 week iterations  Prioritize iterations based on business value and risk mitigation  Frequent “Playbacks” to capture feedback of the sponsors and validate iteration content  Deploy business value early and often  Monitor execution and incorporate changes quickly35
  • Three Classes of Services for Targeted Outcomes Workshops & Solution Delivery Enablement Assessments Services • Leads to a client • Produce tangible • Build core decision results competencies • Short, targeted • Project-based • Solution support engagements engagements • Platform support • Consensus building • Initial projects (QWP) • Continued education • Business alignment • Extended project-to- & mentoring • Evaluate alternative program support trajectories36
  • Your BPM Roadmap Quick Wins with Enablement Journey Identify Business Succeed with an Establish a Adopt within Stage Challenge & Value Initial Project Program LOB/Enterprise Start Adopt Expand Workshops & Assessments Workshops & Assessments Workshops & Assessments • Discovery Workshop • Process Inventory • BPM CoE Workshop • Playback Zero • Operational Readiness • Operational Readiness Solution Delivery Solution Delivery Solution Delivery • Quick Win Pilot • Playback One • Prescriptive Projects • Prescriptive Projects • Partner Led Projects Enablement Services Enablement Services Enablement Services • Playback Enablement • Quick Win Enablement • Solution Mentoring • Solution Mentoring • On-Demand Consulting • On-Demand Consulting37
  • Next Steps See Process Ask your sales representative to see the solution Innovation in Action live On-site workshop with business and IT Learn what’s stakeholders to evaluate the applicability of BPM possible with a and Business Rules for your project Discovery Workshop Get started with a Demonstrate immediate value to your Quick Win Pilot or LOB end-users with your first „Quick Win‟ Playback Enablement in 10 weeks38
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