Defining The BPM Tipping Point

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What is the BPM Tipping Point and how can we survive it?

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Defining The BPM Tipping Point

  1. 1. Roger Tregear ProcessDays 2008 Defining The BPM Tipping Point 14 August 2008
  2. 2. 2 My Purpose Introduce Summarise Synthesis Hypothesize Speculate Frame our discussion of the BPM Tipping Point Defining the BPM Tipping Point
  3. 3. 3 Morton Godzins (1957) Homer Bigart (1959) Eleanor Wolf (1963) Thomas Schelling (1978) ......... Malcolm Gladwell (1996/2000) Defining the BPM Tipping Point
  4. 4. 4 Defining The Tipping Point In epidemiology – the point in the spread of an epidemic where critical mass is reached The straw that breaks the camel’s back – the little bit extra that causes a systemic shift A turning point Gladwell: “the moment of critical mass, the threshold, the boiling point” Defining the BPM Tipping Point The BPM Tipping Point: the ‘moment’ where the idea of process-based management achieves critical mass and the momentum for change becomes undeniable.
  5. 5. 5 The Power of Two Put 1 grain of rice on the 1st square, 2 on the 2nd, 4 on the 3rd square, 8 on the 4th – each time doubling the number of grains on the next square. How many grains on the board when all squares are covered? 18,446,744,073,709,551,615 (18.4 Quintillion) How many grains on the first half of the board? 4.3 million 0.00000000002331034671% Defining the BPM Tipping Point
  6. 6. 6 Defining the BPM Tipping Point 3 perspectives
  7. 7. 7 The Law of The Few, Stickiness & Context Gladwell, The Tipping Point, 2000 Characteristics of an epidemic 1. contagiousness 2. little causes can have big effects 3. change happens not gradually but at one dramatic moment 3 Rules of Epidemics 1. The Stickiness Factor: content matters 2. The Power of Context: small changes matter The Rule of 150 3. The Law of the Few: Connectors, Mavens & Salespeople Defining the BPM Tipping Point
  8. 8. 8 Connectors, Mavens & Salespeople Connectors: network glue - they spread the message know lots of people and types of people span different worlds easily accessed centre of events Mavens: databank - they provide the message collect information and understanding AND want to tell people about it socially motivated helpers Salespeople: skills to persuade the unconvinced charismatic, persuasive & eloquent build trust and rapport quickly Defining the BPM Tipping Point
  9. 9. 9 Apathetics, Incubators, Advocates & Resisters Shapiro, Creating Contagious Commitment, 2003 Apathetics Resistors AdvocatesIncubators Levers of Change Advocates – Apathetic contact Mass exposure Hiring Advocates Remove Resisters Walk the Talk Reward & Recognition Infrastructure Tipping Ratio Tr = New Advocates Former Advocates Defining the BPM Tipping Point
  10. 10. 10 Sneezers, Hives & Word of Mouse Godin, Unleashing The Ideavirus, 2001 1. Make it virusworthy 2. Sneezers are core 3. Identify the hive 4. An ideavirus adores a vacuum 5. Expose the idea - communicate 6. Make it smoooooooth 7. Use word of mouse 8. Get target’s permission to engage 9. Amaze the audience to reinforce the virus 10.Embrace the ideavirus lifecycle Defining the BPM Tipping Point
  11. 11. 11 Sneezer Management make big (credible) promises show them the benefit show them the attainable path communicate the successes of all sneezers give sneezers public recognition give them the tools they need spend time with the sneezers don’t upset your sneezers invest in the sneezer relationship Defining the BPM Tipping Point When a sneezer is ready to spread your ideavirus, what should she say?
  12. 12. 12 BPM Tipping Point – A 3 Stage Model Defining the BPM Tipping Point A: Developing •build support •infrastructure •prepare for ‘tip’ •issue: attention B: Tipping •reinforce •communicate •re-educate •issue: support C: Embedding •biggest win •highest risk? •rapid growth •issue: control
  13. 13. 13 Multiple Tipping Points? BPM TP may not be a single coherent event Different people, groups, locations, org units buy-in at different times Don’t let planning and development be constrained by a notional graph line Developments may not always be positive Defining the BPM Tipping Point
  14. 14. 14 Defining the BPM Tipping Point Process Tragics Process Pragmatists TheBPMChasm BPM Chasm the twilight zone BPM idea is fading for all but the zealots disillusionment BPM development is stalled Crossing The Chasm target niche markets of “pragmatists in pain” package a complete solution that addresses day-to-day management problems Acknowledgement: “Crossing the Chasm”, Geoffrey Moore, 2002
  15. 15. 15 Deal or No Deal? I’ll give you $10,000 now and you give me 1 cent tomorrow and 2 cents the next day etc doubling the amount you give me for the next 30 days. $0.00 $2,000,000.00 $4,000,000.00 $6,000,000.00 $8,000,000.00 $10,000,000.00 $12,000,000.00 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Defining the BPM Tipping Point
  16. 16. 16 Process Management at the Speed of Success Be careful what you wish for! Extreme buy-in Very rapid growth Loss of control? More people involved New management demands Greater costs – and benefits? Strategies for survival? Defining the BPM Tipping Point
  17. 17. 17 Open Questions Incubators for contagious messages? Measuring the Tipping Point ETA & ETD? Managing the velocity and acceleration of tip? Avoiding the worst & nurturing the best? Crossing the BPM Chasm? Is there life beyond the BPM Tipping Point? Characteristics of the three stages? Connectors, advocates, resistors, mavens, incubators, sneezers, apathetics, salespeople? Impact of the “social network generations”? Defining the BPM Tipping Point
  18. 18. 18 © Copyright, Leonardo Consulting 2008 All rights reserved. The contents of this document are subject to copyright. No part of it may be reproduced in any way, by electronic means or otherwise without the written permission of Leonardo Consulting.

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