Business Processes and Complexity

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Business Processes and Complexity

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An overview of why some organisations find it so difficult to change successfully. Reasons why pre third wave process thinking fails and the ways and means of achieving success -......

An overview of why some organisations find it so difficult to change successfully. Reasons why pre third wave process thinking fails and the ways and means of achieving success - everytime.
Changing the wolrd one person, one process, one organisation at a time.
(Note if you want the pptx version email me)

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  • 1. The World was a simpler place... 1975
  • 2. Complexity – how did it go so bad?
  • 3. It isn’t simple anymore 2009
  • 4. Think about... • “.. You know things got so All those rules complicated we actually • Those procedures decided to structure • ourselves along the line The standards of our enterprise • The systems software system, so • things might work better” The hierarchy • Reporting lines CIO, Global Telco, 2008. (Source BPGroup IQPC 08 Survey)
  • 5. Let’s review...
  • 6. One customer relationship with us And thinking Inside-Out makes things very complex. We need to Rethink things from the Customers Perspective, that is OUTSIDE-IN
  • 7. Complexity causes is to do the wrong things • Over 100,000 possible interactions • Every interaction must be designed, implemented, codified, trained, maintained, controlled, audited, reported, managed, changed, evolved against a backdrop of legislation, control, competition, market forces, technology, strategy, skills, capability at the same time trying to make money. • Key Question - Where is the Customer in all this? and then we say we need to manage variance?!?
  • 8. We need to manage variance?? • Is it any wonder that many organizations are drowning in a sea of complexity and ‘impossible’ demands on structures created with out of date thinking more appropriate to the Victorian era?
  • 9. We need to manage variance?? • Complexity is the reason why things fail, why stuff is expensive and often why businesses fail. • Complexity results when products and services become convoluted AND organizations do NOT understand the ultimate Successful Customer Outcomes (SCO’s)
  • 10. And how do we eradicate complexity? • Make sure we really do have the customers we want • Articulate the Successful Outcomes for these customer • Ensure all our processes are aligned with the Successful Outcomes • Eradicate the Causes of Work - Use Process diagnostics
  • 11. Successful BPM Changes the way we do change organizational Change Business Process Management driven Culture “A Way of Life” Flexible organization structures Continuous strategically driven, evolutionary change Real-time Management of Business to achieve Successful Customer Outcomes Linkage of Process Metrics to Scorecard Continuously Simulate, Project Specific Improve & Automate Processes Limited staff re-training Limiting Data Migration Issues KPI’s in objectives drive change in process Preserve Existing Applications Integration / Implementation Costs Insulate business/technology change Reduce Risk Profile Ref. BPM Evolution survey (2008) http://bit.ly/4kbNPq
  • 12. Some elements that change … From To Processes Complex Simple People Controlled Empowered Structure Hierarchy/ Team Functional Systems Prescriptive Adaptive Measurement Activities Results Customer End of chain Inclusive Segmented Individual
  • 13. And finally when people say we need more ‘solutions’ remember – the chisel didn’t make David
  • 14. To find out how this can work for you • Join us at http://www.linkedin.com/groups?gid=1062077 • Use a proven method and toolset to tackle the Causes of Work – here’s a link to explain one such approach www.cemmethod.com You’ll come across the concepts Moments of Truth, Breakpoints and Business Rules • Review the articles at www.successfuloutcomes.blogspot • Contact news@bpgroup.org for a complimentary copy of the Moments of Truth toolkit