Business Process Empowerment: Powerful New Capabilities for Front-Office Staff


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This Perspective examines business process empowerment (BPE), a customer-focused, strategically driven alternative to traditional, back-office focused business process management, with particular applicability in service industries. BPE combines process architecture with a continuous improvement culture to drive sales and otherwise improve front-office operations.

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Business Process Empowerment: Powerful New Capabilities for Front-Office Staff

  1. 1. Perspective Olaf Acker Dr. Florian Gröne Adrian Blockus Keith WheelerBusiness ProcessEmpowermentPowerful New Capabilitiesfor Front-Office Staff
  2. 2. Contact InformationAtlanta Delhi MilanRalph Alewine Suvojoy Sengupta Pietro CandelaPartner Partner Partner+1-404-519-0184 +91-124-499-8700 pietro.candela@booz.comMarjorie Taglieri Düsseldorf MunichPrincipal Dietmar Ahlemann Dr. Johannes Bussmann+1-412-956-4747 Partner +49-211-3890-287 +49-89-54525-535 johannes.bussmann@booz.comManoj PillaiPrincipal Frankfurt New York+1-305-393-5759 Olaf Acker Jeffrey Partner Partner +49-69-97167-453 +1-212-551-6653Beirut jeffrey.tucker@booz.comRamez ShehadiPartner Andreas Späne Sydney+961-1-985-655 Partner David +49-69-97167-408 Partner +61-2-9321-1966Berlin david.hovenden@booz.comDr. Florian Gröne LondonPrincipal Hugo Trépant Tokyo+49-30-88705-844 Partner Kazunori +44-20-7393-3230 Partner +81-3-6757-8649Chicago kazunori.hosoda@booz.comMike ConnollyPartner+1-312-578-4580mike.connolly@booz.comKenny Chan and Ronald Wade also contributed to this Perspective. Booz & Company
  3. 3. EXECUTIVE Often highly touted, business process management, or BPM, has been a disappointment for many companies. In most cases,SUMMARY however, this situation is the organization’s fault. Unsure of how to get the most out of BPM, which is supposed to improve processes throughout an organization, or overwhelmed by the complexity, too many companies merely put it to work in the back office, optimizing already stable processes and routines. In other words, they use it where it is needed least. Indeed, for service industries, the real value of process excel- lence and agility lies in the front office, where the company’s sales or customer service representatives meet existing or potential customers. This customer-focused, strategically driven implementation, which we call business process empowerment (BPE), is much more than merely an enhancement to BPM. Instead, it is a strategy that combines process architecture and governance (structure, accountability, and oversight for critical customer-facing processes) with a continuous improvement cul- ture to drive sales increases, aid in cross- and up-selling, manage service inquiries, and encourage customer retention. BPE can drive flexibility and innovation into front-office sys- tems and activities and serve as a distinctive competitive advan- tage. It simplifies the tools available to the company’s front-line knowledge workers and improves their capabilities to in turn enhance the organization’s performance. Some companies have enjoyed return on investment (ROI) in BPE in the high double digits per year primarily by simplifying the processes, systems, and product offerings that directly affect customer transactions, sales, and communications. This is a welcome development for many service-centric companies, which spend more than half their time managing customer variability, performance quality, and workflow efficiency.Booz & Company 1
  4. 4. Key Highlights WHY BUSINESS when these systems are dedicated to nothing more than optimizing PROCESS relatively stable back-office processes • Business process management has been a EMPOWERMENT? and routines. The gains from these implementations are minimal and not disappointment for many particularly noteworthy anymore, companies because it is since they are enjoyed by virtually usually a pure technology- every company. By contrast, the front based solution without office is where process management proper process architecture In both concept and application, capabilities can make a significant governance structures, and business process management is difference in day-to-day customer a continuous improvement perhaps one of the most misused interaction—improving sales, culture. As a result, it tends (or little used) management tools. facilitating cross- and up-selling, to be consigned to the back Although BPM has been around since deftly handling service inquiries, office for stable processes the early 1990s, few people in major and driving customer retention. and routines—precisely companies have known what to do The dynamic nature of front-office where it is needed least. with it. Indeed, in most businesses, processes offers a remarkable set of • The real potential of BPM has become a back-office opportunities for companies that are BPM is in the front office, backwater, far from the strategic core creative enough to implement BPM in under an approach that of the organization. that aspect of the business; the added we call business process agility and flexibility in front-office empowerment, a way to arm Ask top executives about their BPM systems and activities can make a and mobilize knowledge systems and you’re likely to hear substantial competitive difference— workers with the structures, responses like these: “I deal with a new wrinkle on BPM that we incentives, skills, and tools strategy, not with the depths of the call business process empowerment that enable and encourage engine room—I leave that to my (BPM). them to do their jobs more operations experts.” “We have a productively than before. dedicated staff function looking BPE is a resilient capabilities after that, so we’re all set.” “My CIO system—an ongoing effort, not • Business process empower- talked me into a BPM tool more than a one-off process reengineering ment blends real gains in a year ago; I’m not sure if and how it approach—that combines process process architecture and really works though.” architecture and governance with governance with a continu- a corporate culture that lives and ous improvement culture to Unfortunately, in today’s business breathes “continuous improvement” increase sales, aid in cross- environment, those are costly and and is focused on harnessing and up-selling, and encour- myopic responses, especially for the power of BPM technology age customer retention by companies in highly developed, architectures for the company’s driving flexibility and innova- high-touch service industries, like greatest gain. (For a close look at tion into front-office systems telecommunications, health care, how business process empowerment and serving as a distinctive travel and leisure, financial services, enhances recent improvements in competitive advantage. or utilities. As these markets have BPM, see “The Technology of BPE,” matured, demand has become more on page 6). It’s a way to arm and and more dynamic, individualized, mobilize knowledge workers with and constrained. Serving the the structures, incentives, skills, and customer’s specific needs, which tools to reconfigure processes on the can change radically over time, and fly and draw on automated routines providing a satisfactory experience as needed—for example, to address for customers are absolutely critical new patterns in customer service for service-intensive companies requests, to agilely promote a relevant to build loyalty and differentiate new product or service offering, or to themselves from their many equally combine sales and service processes hungry competitors. for maximum top- and bottom-line impact. In such a diverse consumer landscape, the full potential of BPM is wasted2 Booz & Company
  5. 5. COSTLY intelligently, has had a taste of why complexity of the service experience. BPE is so important. Over the years, Indeed, a Booz & Company analysisCOMPLEXITY these knowledge workers have had to of service-centric industries found that compensate for the shortcomings of the time spent managing customer rigid standard procedures, inflexible IT variability, performance quality, and systems, and lack of automation with workflow efficiency in these companies individual resourcefulness to meet has surpassed 50 percent, well above customer expectations or deal with the results in typical industrial firms,Anybody who has witnessed a skilled a burgeoning landscape of business which deal directly with consumerscontact center agent juggling multiple processes. to a much lesser degree. This meansscreens and data views in “frantic that service companies spend moreswivel chair mode,” leaning on But these jerry-rigged solutions are time coping with internal complexitymakeshift tools and work-arounds not sufficient anymore. They’ve than on productive activities at theto answer a customer’s question been overwhelmed by the increasing customer interface (see Exhibit 1).Exhibit 1For Many Service Companies, Complexity Management Trumps Productive Time COMPLEXITY MANAGEMENT VS. PRODUCTIVE TIME 100% 35% 41% 43% 49% 55% 58% Time Managing Internal 65% Process Complexity 65% 59% 57% 51% 45% 42% Productive Time 35% Dealing with Customers Airline Manufacturing Automotive Industrial Telecom Retail Health Maintenance Bank PayorSource: Booz & Company researchBooz & Company 3
  6. 6. Business process empowerment 3. Process technology enablement: medical claims and improve policymanages this complexity with new This provides a flexible platform utilization by leveraging BPE tools fororganizational capabilities targeted to absorb and automate business customer-focused disease managementat providing flexible and productive processes and to systematically and wellness programs.structures and systems to deal with build a repository of reusablecustomer demands and elaborate, services, procedures, and routines Back-office processes directlymultitiered product and service to meet modern service businesses’ associated with customer-drivenofferings. Essentially a transformation needs. transactions—for example, serviceagenda, BPE comprises three and order fulfillment and billingfrequently neglected elements of Business process empowerment can and account management—are alsoprocess management: have its biggest impact on processes profitable candidates for BPE. By with high complexity and high contrast, most foundational processes1. Process architecture and business value (see Exhibit 2). They are relatively static and of low governance: BPE sets up a clear include those in the front office, complexity and can be optimized pathway, decision-making rights, product and service creation (pricing, rather simply with traditional management hierarchy, strategic promotion development, configuring automation models and standard targets, and incentives to link offerings), sales and marketing, and lean tools. the front-line service delivery customer services. For instance, in the organization with the development financial services industry, competitive When targeted at the appropriate of process systems to improve its advantage opportunities exist in front- processes, BPE can be a powerful performance. office BPE applications that integrate transformational tool, providing treasury services and cash management significant top- and bottom-line2. Process transformation culture: portals to allow customers to manage returns, which span everything from It monitors continuous process their working capital and liquidity improved customer service quality to transformation and improvement without needing to sign into multiple, product and service innovation gains and promotes and rewards process non-linked product systems. And to reduced process execution costs excellence. in healthcare, insurers could reduce (see Exhibit 3).4 Booz & Company
  7. 7. Exhibit 2Business Process Empowerment Can Best Improve Processes with High Complexity and High Business Value SERVICE INDUSTRY PROCESS CLUSTERS High Product/ Technology Delivery Service Creation - Market- or customer-facing in nature, thus Supply Chain/Logistics Front-Office complex and dynamic (changing according Processes Sales & Marketing to market conditions and customer needs) (empower for - Less transactional, difficult to automate Fulfillment Customer Service competitive - Benefit from flexible, adaptable process advantage) architecture/technology enablement General Operations Billing & Capability Complexity Account Management Information Governance Management - Stable with limited/predictable volatility, Human Resources Back-Office but higher complexity Finance & Accounting Processes - More transactional and traditionally Legal (build/maintain technology-driven excellence) - Benefit from standardization and Facilities/Real Estate automation for operational efficiency Materials Management - Low complexity and mostly static Foundational - Can typically be optimized using lean, Processes standard definitions and enabling (table stakes) technologies if transaction at critical scale levels Low High Business Value Processing Volume Low HighSource: Booz & CompanyExhibit 3Enterprises That Adopt BPE and Embrace Continuous Process Improvement Achieve Results Through a Number of Drivers BPE VALUE DRIVERS - Increased product/service quality Customer - Improved level of service Satisfaction - Increased adherence to schedules Revenue Indirect Drivers Growth (long-term impact) - Reduced time-to-market for new products or services - Reduced time to react to market Ability to changes Innovate - Higher level of information for Company proactive decisions Result - Reduced cycle times - Less production of waste Direct Drivers Operational Decreased (short-term impact) - More reliable business processes Costs Efficiency - Reduced process execution cost - Reduced capital consumptionSource: Booz & CompanyBooz & Company 5
  8. 8. The Technology of BPE At the heart of business process empowerment is still BPM software; after all, BPE is also a way to enhance BPM relevance. Indeed, from a purely technical point of view, BPM has actually come a long way. The once cumbersome middleware tools that even IT departments struggled to completely grasp (or at least “sell” to their business counterparts) have evolved into user-friendly process modeling suites that quickly give business users the tools they need to optimize their processes without engaging in complex studies and arcane development efforts. But taking advantage of the improvements in BPM so that the software can be used to adapt quickly to new business conditions is where business process empowerment comes in. Applied correctly, BPE enables employees to self-configure processes in leading BPM suites and, more important, join in creating a business architecture framework as a counterpart to an IT platform. BPE establishes incentive structures that effectively drive business users to seek ownership of BPM—in other words, it implants continuous improvement into the organization. For this system to work, the company’s chief information officer (CIO) will need to be closely involved in the effort. He or she will have to lead the technology enablement facet of the transformation drive, providing the appropriate BPM architecture that allows the business side to, in essence, develop its own application solutions as new issues and problems arise. Among the challenges for CIOs is to implement best- in-class BPM software—not as a stand-alone, one-off effort, but as an integral element of the overall IT target architecture, and as an effective lever to drive architecture transformation toward greater process and service orientation. After all, BPM touches many areas of the functional architecture, including process analysis, modeling and design tools, new process deployment, and user interfaces. A significant plus, the BPM vendor landscape is rapidly maturing and consolidating, with household names such as IBM, Oracle, and SAP providing BPM capabilities as a core part of their portfolios, and established BPM champions like Pegasystems, Appian, and Software AG, to name a few, going head-to-head with these companies. This evolved market allows CIOs to make BPM purchasing decisions with confidence that their provider will be in business for the foreseeable future and that competition among the vendors is sufficiently intense to spur innovation and unlock new benefits and capabilities in the years to come. Also, the adoption of industry standards in BPM software, such as business process modeling notation (BPMN) and business process execution language (BPEL), is providing a solid and consistent platform for companies to efficiently, inexpensively, and reliably piggyback new internal applications onto BPM systems. This is critical to relatively easily embed BPE throughout the organization and approach continuous improvement in a collaborative, institutionalized way.6 Booz & Company
  9. 9. DESIGNING A Business process empowerment is not a single project or an initiative. new process frameworks are not developed in sync with the needsBPE SYSTEM Although each BPE implementation, of the front-line workers and thus if done correctly, will deliver fall short of their ambitions, or the palpable gains, true success comes application is a pure technology from a management philosophy play, driven out of the IT group, focused on sustainable process and unable to generate traction or excellence in a holistic fashion buy-in on the business side of the that can be felt throughout the organization. organization and its operations. Business process reengineering Historically, companies have often and lean or Six Sigma initiatives, addressed their process issues by executed in isolation the way many attacking only small portions of companies do them, suffer from the overall problem, or at least the opposite condition. Although giving lip service to doing so. Not effective in instilling continuous surprisingly, the results are almost improvement practice and discipline, always unsatisfactory. For example, these programs are usually enterprise architecture initiatives business operations efficiency that attempt to document and exercises, which frequently lack standardize business processes sufficiently sophisticated technology by applying a holistic framework to produce sustainable high-level structure are often big and performance gains. expensive undertakings that in many organizations end up being little In contrast to these somewhat more than theoretical exercises that incremental approaches (and generate a lot of paper. Either the minimal returns), BPE requires a True success with BPE comes from a management philosophy focused on sustainable process excellence in a holistic fashion.Booz & Company 7
  10. 10. comprehensive system built on an Process Architecture and Governance a clear set of rules for decisionorganization’s interwoven capability This facet of BPE is the overriding making, process management,layers that in combination drive management and reference structure and accountability, along withprocess transformation buoyed by for a successful business process ongoing support of the BPE system.tangible and ongoing ROI. Through empowerment implementation. It In addition, a measurable set ofthree facets of BPE, these capability creates the frame of reference for goals should be developed herelayers are meant to provide structure the process landscape, defining to link process excellence to theand direction; a continuous functional activities by their organization’s strategy and toimprovement culture, skills, and transaction inputs and outputs and institute incentives specifically tied tocapacity; and technology enablement establishing process documentation achieving the overall objectives.and agile automation (see Exhibit 4). and modeling standards. It providesExhibit 4Business Process Empowerment Framework Capability Layers Capability System Components Objectives Process Taxonomy - End-to-end process map and domain logic - Delineation of scope, inputs, and outputs Process Roles & Decision Rights Structure, Architecture & - Process owners, managers, and champions Coherence & Governance - Responsibilities, accountabilities, information flows Direction Targets & Incentives - Process KPI framework and performance targets - Process improvement incentive structures Coaching & Oversight - Six Sigma “black belt” methodology competence, guidance - Process audits and transformation support Process Community, Skills & Capacity Continuous Transformation - Collaboration platforms, incentives, and champions Improvement Culture - Process skill and capacity planning/development Execution Continuous Reengineering - Six Sigma “green belt” day-to-day process improvement - Continuity through front-line empowerment Modeling Workbench - Business user tools for process design, simulation - User-driven process deployment and review Automation, Process Orchestration Bus Reuse & Technology - Service-oriented architecture-based abstraction and integration layer - Coherent service bus between back-end systems Systemic Enablement Learning Rule Repository - Common master data structure for process artifacts - Reusable process objects, rules, and proceduresSource: Booz & Company8 Booz & Company
  11. 11. To implement this phase, a largeretail bank put in place a process Case Example: A Retail Bank Cashes Ingovernance council that included A good example of success with BPE is the retail bank that faced arepresentatives from all front- and stunning degree of inefficiency in its financial approval processes,back-office business functions which encompassed a myriad of systems and more than 2,500 requiredthat would be affected by the BPE sign-offs across a broad portfolio of business processes and consumermodel, as well as IT and business transactions, from loan applications to mortgages to brokerage services.architecture experts. In regular Such complexity led to frequent time delays and data sessions, this councilapproved a comprehensive target Adopting a business process empowerment approach, the organizationprocess blueprint and ratified established clear financial process accountability and improvementupdates and changes to this blueprint responsibilities at the management and staff levels, offeredin the face of new business needs. compensation and other incentives for gains in process simplicity andThis council also drove seamless, performance, and deployed flexible workflow systems to automateend-to-end maintenance and support financial processes and give front-office workers appropriate analysisfor BPE processes by directing and modeling tools to work with consumers more efficiently as well as tospecific functional managers to identify and remove additional waste. Through this simplification effort,be overseers or stewards of the fewer customer service staffers were needed and data reentry to fixprocesses; in so doing, the council errors was virtually eliminated. Personnel costs were reduced, and cashfirmly embedded process excellence flow improved. The bank’s cost per transaction fell by a remarkableas an explicit personal business 80 percent, resulting in an ROI from the BPE effort of 300 percent overobjective and a critical variable in two years.annual compensation decisions.This effectively eliminated the“responsibility void” involvingbusiness processes that is all toocommon in many organizations.Process Transformation CultureThis leverages Six Sigma and leanprinciples to constantly monitor theprocess landscape for improvementopportunities. A team of so-calledblack belts (in Six Sigma parlance,people who devote all of their timeto implementing the lean processapproach) provides coaching supportand oversight and joins front-lineprocess experts to continuouslyupdate the suite of business processesand underlying technology, with thegoal of taking advantage of eachBooz & Company 9
  12. 12. opportunity for performance gains. improvement champions across the simulation, and deployment, as wellIdeally, in this facet of BPE, the organization was established to build as real-time workflow status displaysorganization regularly revisits and grassroots momentum for team- or that identify process bottlenecksreviews processes and performance department-level initiatives. An and inefficiencies. A repository ofmetrics to seek improvements in intranet-based online community for reusable functions, process steps,efficiency and effectiveness. Also, sharing best practices, exchanging and procedures should be createddepartmental and business advocates information, social networking, and (in IT-speak, these process steps arefor BPE are identified to foster storing and retrieving institutional known as services and are a coretransformation culture adoption. knowledge supported these element of open, flexible service- cheerleaders. Each month, “process oriented architectures). In turn, thisFor example, one major global heroes” were recognized for their library of process building blockstelecommunications provider tackled high-impact ideas—for example, should be made easily accessiblethis facet with a team of black belts ridding the organization of yet through user-friendly design toolswith varied backgrounds (ranging another unnecessary form or sign- in order to give business usersfrom manufacturing to financial off point or the development and the ability to mesh these buildingservices) to coach the rest of the implementation of a more effective blocks into new process variantsorganization on lean methods, lead business rule to identify the best that support, for example, a newlarge BPE efforts, and manage the cross-selling offer in a contract customer service process for a newdevelopment of a comprehensive renewal situation. product offering.set of how-to guides, reminders,and frameworks to motivate Process Technology Enablement A good illustration of how thisthe front-line staff in executing This provides the flexible platform can be applied in the real world isprocess improvements day-by-day. for BPE, including a user-friendly the case of a healthcare insuranceIn addition, a network of process graphic interface for process design, provider that addressed the BPE created real value for a health insurance provider and transformed its aging, inflexible technology landscape into a more sustainable model.10 Booz & Company
  13. 13. technology side of business processempowerment by deploying a BPM Case Example: Untangling a Telecom Providersystem in just six months by stitching Before adopting BPE, a telecommunications operator was anything buttogether a host of different legacy a streamlined model of efficiency. After extending its service portfoliofront ends that agents were using beyond classic telephony to include data services, TV, and cloudin their day-to-day handling of services for business customers, just to name a few, the carrier wascustomers. This new tool intuitively stymied by a costly array of pricing and order management procedures,guided customer service agents customer activation requirements, and a vast range of customer servicefrom one step to the next and one procedures required to support the complex and growing product anddatabank to the next, eliminating customer portfolio. Signing up customers and managing their accountsthe need to switch between systems in a timely fashion became virtually impossible, and the amount ofnumerous times in dealing with personnel time devoted to explaining subscription plans to consumersindividual consumers or with one was exorbitant—and expensive.customer after another. And nolonger did these agents have to In choosing a BPE approach to solve these inefficiencies, the telecomjuggle multiple screens in parallel company first developed a standard set of end-to-end processes foron their own. In the second phase dealing with customers from lead to order to purchase and payment,of this implementation, IT worked which included a clear set of metrics for tracking transaction inputs andclosely with business process experts outputs and seamless policies for process ownership and managementto carve out reusable procedures responsibilities. In addition, the telecom company deployed BPMand routines from the legacy software to wrap a wide range of legacy systems under an intuitivesystems and transition them into a front-end layer for front-office employees to use in customerservice-oriented BPM architecture, management more and more flexibilityand autonomy to agents dealing There were almost immediate returns from process improvementsdirectly with customers to make as the BPE model gained traction over the subsequent year: Overall,improvements themselves. This not customer activation times across all product and consumer segmentsonly created real additional value were reduced from several days to an average of three hours, accountfor the insurance company, but processing costs fell by as much as 70 percent, and total operationalalso smartly transformed an aging, savings reached US$2.5 million per year.inflexible technology landscape intoa more sustainable model. Overtime, the company was able to savea substantial amount of money byshutting down more than 40 percentof its legacy systems and tools in thetransformed process domains.Booz & Company 11
  14. 14. Conclusion Getting started on a BPE path need not be a long, drawn-out process; building challenge. Whether involving people, processes, tools, instead, it should be a quick, targeted or systems, business process audit-type exercise, lasting no longer empowerment can raise the level of than six weeks or so. This involves skills in the company while providing what we call a BPE pulse check, a direct course for measurable encompassing senior management performance improvement, greater and knowledge worker interviews, efficiency, reduced waste, and analysis of the capabilities in the elevated job satisfaction. Most organization in relation to the three service companies have neglected facets of BPE, and an assessment the importance of a holistic BPE of the potential highest-impact system, preferring instead to dabble processes that could be transformed in BPM or some lean techniques by business process empowerment. or automation tools, with the The pulse check in turn generates a outcome as attenuated as the effort map of process opportunities in the and care put into these initiatives. organization, along with specific Consequently, the opportunities are top-level performance goals and key rife and lucrative for any service performance indicators. company willing to make the effort to put real business process For service organizations, BPE is improvement on the organization’s more than anything a capability- front line.12 Booz & Company
  15. 15. Resources“Leaner and Keener Telecom Operators: Eliminating Waste Boosts “The Next Wave of Digitization: Setting Your Direction, Buildingthe Bottom Line,” by Andreas Späne, Florian Gröne, Olaf Acker, Your Capabilities,” by Roman Friedrich, Matthew Le Merle, Michaeland Roman Friedrich (Booz & Company, 2010). Peterson, and Alex Koster (Booz & Company, 2011). com/media/uploads/BoozCo-Next-Wave-of-Digitization.pdf“Multi-Channel Customer Management: Delighting Consumers, “Succeeding with SOA: A Business-Oriented Approach,” by EnricoDriving Efficiency,” by Michael Peterson, Florian Gröne, Karsten Strada and Tim Habermann (Booz & Company, 2009). www.booz.Kammer, and Julius Kirscheneder (Booz & Company, 2010). com/media/uploads/“Next-Generation Customer Service: The New StrategicDifferentiator,” by Klaus Hölbling, Thomas Künstner, ChristinaMarsch, and Niko Steinkrauss (Booz & Company, 2009) the AuthorsOlaf Acker is a partner with Adrian Blockus is an associateBooz & Company based in with Booz & Company basedthe firm’s Frankfurt and Dubai in Berlin. He specializes inoffices. He focuses on business IT strategy, next-generationtechnology strategy and networks, process, and strategyoperating model transformation transformation programsprograms for global companies with an industry emphasis onin the telecommunications, telecommunications networkmedia, and high-tech industries. operators.Dr. Florian Gröne is a principal Keith Wheeler is an associatewith Booz & Company based in with Booz & Company basedBerlin and heads up the firm’s in Atlanta. He works withCRM Center of Excellence healthcare companies and isin Europe. He works with focused on the assessment,telecom, media, and consumer design, development, andplayers on building world- implementation of customer-class front-office processes centric programs intended toand information technology reduce operational costs andcapabilities on their path to improve customer service.digitization.Booz & Company 13
  16. 16. The most recent Worldwide Officeslist of our officesand affiliates, with Asia Middle Eastaddresses and Beijing Brisbane Helsinki Abu Dhabi Detroittelephone numbers, Delhi Canberra Istanbul Beirut Florham Parkcan be found on Hong Kong Jakarta London Cairo Houstonour website, Mumbai Kuala Lumpur Madrid Doha Los Seoul Melbourne Milan Dubai Mexico City Shanghai Sydney Moscow Riyadh New York City Taipei Munich Parsippany Tokyo Europe Paris North America San Francisco Amsterdam Rome Atlanta Australia, Berlin Stockholm Boston South America New Zealand & Copenhagen Stuttgart Chicago Buenos Aires Southeast Asia Dublin Vienna Cleveland Rio de Janeiro Auckland Düsseldorf Warsaw Dallas Santiago Bangkok Frankfurt Zurich DC São PauloBooz & Company is a leading global managementconsulting firm, helping the world’s top businesses,governments, and organizations. Our founder,Edwin Booz, defined the profession when he estab-lished the first management consulting firm in 1914.Today, with more than 3,300 people in 60 officesaround the world, we bring foresight and knowledge,deep functional expertise, and a practical approachto building capabilities and delivering real impact.We work closely with our clients to create and deliveressential advantage. The independent White Spacereport ranked Booz & Company #1 among consultingfirms for “the best thought leadership” in 2010.For our management magazine strategy+business, to learn more aboutBooz & Company.©2011 Booz & Company Inc.