0
The World was a
simpler place...




 1975
Complexity – how did it go so
           bad?
It isn’t simple anymore




                2009
Think about...
•                      “.. You know things got so
    All those rules
                           complicate...
Let’s review...
One customer relationship with us




                 And thinking Inside-Out makes
                 things very complex....
Complexity causes is to do the wrong things

• Over 100,000 possible interactions
• Every interaction must be designed, im...
We need to manage variance??
• Is it any wonder that
  many organizations are
  drowning in a sea of
  complexity and
  ‘i...
We need to manage variance??
• Complexity is the reason why things fail,
  why stuff is expensive and often why
  business...
And how do we eradicate complexity?
• Make sure we really do have the customers
  we want
• Articulate the Successful Outc...
Successful BPM Changes the
way we do change
organizational Change

                                   Business Process Man...
Some elements that change …
                From             To
Processes      Complex         Simple
People        Contro...
And finally when
people say we
need more
‘solutions’ remember
– the chisel didn’t
make David
To find out how this can work for you
• Join us at http://www.linkedin.com/groups?gid=1062077
• Use a proven method and to...
Business Processes and Complexity
Business Processes and Complexity
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 - 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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Transcript of "Business Processes and Complexity"

  1. 1. The World was a simpler place... 1975
  2. 2. Complexity – how did it go so bad?
  3. 3. It isn’t simple anymore 2009
  4. 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. 5. Let’s review...
  6. 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. 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. 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. 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. 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. 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. 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. 13. And finally when people say we need more ‘solutions’ remember – the chisel didn’t make David
  14. 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
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