SlideShare a Scribd company logo
1 of 5
Download to read offline
CONSULTING                     EVENTS              ABOUT US                   RESOURCES               STORE




                                                                                                                                                   1 2 3 4 5

                                               Accra: 15 - 16 April, 2013
            About Jennifer                      Course                        Benefits                       Registration                  Contact Us




Idea behind the workshop                                                                                                                     Follow Us

Does the following strike a chord? Let’s consider the following all too common scenario –

"As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms
of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to
help re-structure the enterprise and optimise therefore expediting business recovery. However, despite all
efforts, business change for the better is still slow. What do we do next?"

Why are there still massive opportunities to improve
                                                                           Although many in Western economies are in a
business performance in companies that have been through
                                                                           state of denial, we are undergoing the greatest
many    previous      rounds    of   restructure     and    traditional
                                                                           reorganization in the business world since the
optimisation?
                                                                           Industrial Revolution. If you somehow haven't
Although now starting to change, most companies have not yet noticed it yet, there is a loud and clear wake-up
appreciated that the business world is going through the greatest call in the air that can be heard everywhere. It's
reorganisation   since   the   industrial   revolution,   therefore   not called globalization, and it's being brought to you
changing their approach to change, making the mistake that the by three billion new capitalists from China, India,
approaches that served them so well in the last years will endure. and the former Soviet Union.
The information age which started in the second half of the 20th
Century is quickly morphing into the customer age with massive No matter what industry you are in, no matter how
implications – opportunities for those who address but significant successful you are, it's time to get ready for the
issue for those who fail to react quickly enough. There are many world as it will be --a world where your customers
case studies which illustrate where this is happening.                     have new choices from a sea of suppliers from
                                                                           across the globe.
Our Company Structures
Most companies have a functional structure with “division of --Peter Fingar
labour” fundamental that has changed little since the industrial Executive Partner, Greystone Group
revolution. Functional silos grow and change over time to address Author of Extreme Competition: Innovation and

the demands placed on them within the company. The original the Great 21st Century Business Reformation
consequence of ‘labour division’ was a 240 times productivity
improvement. The fundamentals of company structure still exist largely unchanged today and have now
become the biggest reason why companies are underperforming or failing.
98% of the workforce of most organisations have either no contact with the customer or have only a limited
understanding of the customer, their drivers and what he/she really needs. Under the existing division of
labour principles, why should they? They have to do a job within the company and either answer to or deliver
something to somebody else within the company – the concept of “the internal customer”. Over time the
demands on the functional silos change – this may be to improve quality, reduce defects or improve a service
to what the internal customer states is required. Because 98% of the workforce are divorced from the
customer base then the only measures of success that can be used is the requirements for improvement as
defined internally.
                                                                                                                                  Have you got your FREE Copy yet?
Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out”
thinking looking at process change in the traditional domain. Companies traditionally have tried to combat                          “In Search Of BPM Excellence :
                                                                                                                                Straight from the thought leaders (2006)”
this by using “voice of the customer” and other techniques which leave only very limited insight – the
problem for the 98% of us focussing on the internal customer we simply are just not aware what is missing!!
Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or
please the people we are answerable to – the internal customer then we are doing lots of things that do not
contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s                  Enterprise BPM
inefficiency that none of the existing Enterprise Performance Improvement methodologies have been able to                     Workshop
identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply        »   Ghana       »   Poland
not contributing to what the customer needs adding complexity, cost and ultimately service.                        »   France      »   Russia
                                                                                                                   »   Denmark     »   Switzerland
                                                                                                                   »   Belgium     »   South Africa
Change in Customer Behaviour
The customer base whether it be the corporate or the individual consumer now has access to choice at
unprecedented levels. We can obtain information or advice on almost anything at the press of a button and
whereas we used to be restricted to either what or where we buy, the world has become a global
supermarket for pretty well every product or service available. Economic globalisation has compounded the
problem as trade barriers between nations and regions are effectively dismantled. In some industries supply
effectively exceeds demand with the only apparent differentiator being price. The view that customer focus
should be packing in as much of what a customer wants into a product/service without killing the cost base is
fortunately a complete fallacy. The companies who align their structures, processes and capability
most closely to what the customer actually needs (not “wants” – discussed later) are likely to sell
more than their competitors. Customers are becoming more informed about alternative options. They are
more likely to change allegiance. They are more likely to rebel if they don’t get what they perceive they
want/need. This applies to all industries whether we are selling insurance products or building submarines.

Pace of Change in Producing New Capability
The pace of change and accelerated technology advances means new products/services or variants are being
produced increasingly quicker as most companies try to compete in this new but constantly evolving
landscape. We observe this every day and its placing a huge pressure on our organisations. This increased
capability/reduced price and reduced time to market is now a factor in virtually every one of our industries.
We have to compete, because if we don’t then the customer base will quickly find those organisations that
can and they will stop buying. Most companies address this by using traditional techniques to produce
better/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only they
could look at their business through a different “set of glasses”.

And to the Programme?
                                    The enterprises are exploring modular architecture to isolate their
                                    business processes from their applications, which gives them the flexibility
                                    to add, upgrade or replace applications in their information technology
                                    environment without redefining all of their process interfaces.
                                    The business process management (BPM) market at $1.0 billion in 2005 is
                                    expected to more than triple to $3.8 billion by 2012. The services oriented
                                    architecture (SOA) market at $450 million in 2005 is expected to grow
                                    rapidly through 2012, reaching $3.2 billion.
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day
program will focus on how to do design and implement efficient and effective business processes, to more
effectively support the way our enterprises are adapting.

Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for taking
BPM from promise to practice. This will be great primer for beginners and will provide new insight & fresh
ideas for people with experience in BPM.

Rest assured, you will never think about business in the same way again. Learn new methods
which you can take back and apply immediately into your organisation.



If you are traveling, you may like to attend the program city near you




  Enterprise BPM in April 2013

   Poland                               Ghana                               Russia

  Enterprise BPM in May 2013

   France                               Denmark                             Belgium

   South Africa                         Switzerland




  Consulting                                                                       Buy

   Enterprise Architecture                    Center of Excellence                   Ask the Architect Credits            Online Learning Licenses

   Business Process Management                Application Rationalization            Webinar Licenses                     Online Consulting

   Enterprise SOA                             Architecture Assessment                Workshop Registration                Onsite Consulting
Resources                                     Useful Links

Architecture Gallery   Architect Skill Quiz    Why iCMG                   Site Map

Short Videos           E-Learning              Architecture Awards 2013   Career

iCMG Blog              Architecture Polls      Architecture Survey 2013   Privacy Policy
CONSULTING                   EVENTS              ABOUT US               RESOURCES                 STORE


                                                                                                                                        Follow Us




                           Course Overview

                           The Certified Process Professional (CPP) Program takes BPM Training to an
                           entirely new level.
                           This premier WORKSHOP is designed for those seeking professional skills in process
                           management, process improvement, process alignment and innovation. The
                           Advanced Business Process Management Methods and Techniques that Deliver!

                                   Uncover Process Improvement opportunities in just hours
                                   Identify Actions that will reduce process inefficiency by 30% to 60% within 90
                                   days of deployment
                                   Delight your Customers (making them your biggest advocates) through
                                   Successful Customer Outcomes
                                   Innovate to compete, set the market trend and even dominate your industry

                           The Certified Process Professional program builds your competency in delivering
                           these essential benefits in literally everything you do. Unleashing the power of process
                           in your organization today.

                           A dynamic and comprehensive approach to creating and managing enterprise
                           processes that deliver sustained high performance, encompassing the full range of
                           management systems and practices. Content based on the experiences of hundreds
                           of companies and the BP Group (www.bpgroup.org) networks ongoing research.


           Tell a friend

      Upcoming Webinars
                           Course Outline - Level one
 Wed, Apr 24, 2013         Introduction to Advanced Business Process Management – Process
Enterprise
                           Optimization
Architecture -
                           Learn to Apply process diagnostics to existing processes, calculate causes of work
Essentials for
                           and points of failure, and identify actions that can be taken to improve them. Develop a
Decision Makers
                           structured approach accessible by everyone in the organisation to enable immediate
 Thu, Apr 25, 2013         and significant performance improvements. Create a sustainable operational and
Tips & Traps -             strategic method suitable for both dramatic and steady state improvements.
Architecture driven
IT migration &             •   Apply process diagnostics to any existing process or service.
modernization
roadmap                    •   Understand and identify moments of truth, breakpoints and business rules                       Have you got your FREE Copy yet?


                           •   Determine the magnitude of the points of failure performance factor and causes of              “In Search Of BPM Excellence :
                               work performance factor of the process.                                                    Straight from the thought leaders (2006)”

                           •   Calculate the points of failure causes of work performance factors then graph it on
                               the maturity scales.

                           •   Identify actions that can be taken to improve the process.
                                                                                                                                    Enterprise BPM
                           •   Identify actions that will significantly reduce the process points of failure and causes               Workshop
                               of work of the process.                                                                    »   Ghana           »   Poland
                                                                                                                          »   France          »   Russia
                           • Identify actions that can be completed in less than 90 days (often much less).               »   Denmark         »   Switzerland
                                                                                                                          »   Belgium         »   South Africa
                           • Analyze the benefits versus cost (resource/time/degree of change) for each action

                           • Clearly identify “low hanging fruit” – actions that require minimal investment versus
                             return

                           • Apply process diagnostics to a customer focused (SCO) process.

                           • Determine the points of failure performance and causes of work performance
                             process factors.

                           • Conduct the risk assessment on the business and customer including

                           • Identify actions that can be taken to improve the process.

                               Review the various techniques and approaches to improving process (useful
                           •   internal materials)

                               Understand and apply the Customer Expectation Management Method
                           •   (CEMMethod) as an Advanced Process Management approach



                           Course Outline - Level two

                           Advanced Business Process Management – Process Alignment to
Successful Outcomes
                          Develop the insights and techniques to align all processes with successful outcomes,
                          and in doing so create the capability for the organisation to win the triple crown i.e.
                          reduce costs, improve revenue and enhance service. Go beyond the triple crown into
                          the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave
                          approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and
                          convinces the Lead team for immediate success.

                          •   Understand the concept of Successful Customer Outcomes and review recent case
                              studies of global champions.

                          •   Define Successful Customer Outcomes for any process, product or service.

                          •   Create the 7 step action plan for crafting Successful Customer Outcomes.

                          •   Develop the SCO mind map for any process, product or service.

                          •   Understand the substantive difference between customer wants, desires and
                              needs.

                          •   Learn how to identify clearly customer needs and expectations (even when the
                              customer doesn’t know it themselves)

                          •   Understand Current and Future State Process Models

                          •   Develop a Current State Process Model – individual, team and enterprise wide.

                          •   Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer
                              Expectation Management Method (CEMM) and the Advanced Process
                              Management approach to analyse the Current State Model

                          •   Assess the Risk factors (organisation and customer) identified in Current State
                              Modelling

                          •   Develop the Risk Assessment Profile against a matrix of the 8 key factors that drive
                              performance improvement

                          •   Prepare a Risk Assessment Profile that informs the Future State

                          •   Develop and substantiate an Action Plan to mitigate risks




Consulting                                                                     Buy

Enterprise Architecture                 Center of Excellence                    Ask the Architect Credits            Online Learning Licenses

Business Process Management             Application Rationalization             Webinar Licenses                     Online Consulting

Enterprise SOA                          Architecture Assessment                 Workshop Registration                Onsite Consulting



Resources                                                                      Useful Links

Architecture Gallery                   Architect Skill Quiz                     Why iCMG                             Site Map

Short Videos                           E-Learning                               Architecture Awards 2013             Career

iCMG Blog                              Architecture Polls                       Architecture Survey 2013             Privacy Policy

More Related Content

What's hot

BT Green Guide: Understanding "green" business practices
BT Green Guide: Understanding "green" business practicesBT Green Guide: Understanding "green" business practices
BT Green Guide: Understanding "green" business practicesJason Lemkin
 
20081028 Nl Pg Ci Onetet
20081028 Nl Pg Ci Onetet20081028 Nl Pg Ci Onetet
20081028 Nl Pg Ci Onetetguestb8bf90
 
How structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sectorHow structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sectorTom De Ruyck
 
Psf innovation topline 2013
Psf innovation topline 2013Psf innovation topline 2013
Psf innovation topline 2013Andrew Dietz
 
Innovation process management whitepaper
Innovation process management whitepaperInnovation process management whitepaper
Innovation process management whitepaperNeeraj Thakur
 
The Principles of the Lean Business System white paper
The Principles of the Lean Business System white paperThe Principles of the Lean Business System white paper
The Principles of the Lean Business System white paperPeterHines
 
Creating a Lean Business System white paper
Creating a Lean Business System white paperCreating a Lean Business System white paper
Creating a Lean Business System white paperPeterHines
 
How structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sectorHow structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
 
US Grocery Retail Perspectives
US Grocery Retail PerspectivesUS Grocery Retail Perspectives
US Grocery Retail PerspectivesAsaf_N
 
The Last Word: The 50-Year Journey to Digital Business
The Last Word: The 50-Year Journey to Digital BusinessThe Last Word: The 50-Year Journey to Digital Business
The Last Word: The 50-Year Journey to Digital BusinessCognizant
 
Skills at Scale: Personalized Learning at Accenture
Skills at Scale: Personalized Learning at AccentureSkills at Scale: Personalized Learning at Accenture
Skills at Scale: Personalized Learning at AccentureDanielle Logan
 
Business model innovation 2 day workshop facilitation slides
Business model innovation 2 day workshop facilitation slidesBusiness model innovation 2 day workshop facilitation slides
Business model innovation 2 day workshop facilitation slidesDr. Marc Sniukas
 
The Change Up--Can We Achieve Innovation Through Shared Services?
The Change Up--Can We Achieve Innovation Through Shared Services?The Change Up--Can We Achieve Innovation Through Shared Services?
The Change Up--Can We Achieve Innovation Through Shared Services?Deborah Kops
 
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...Gebhard Borck
 
CustomerThink Webinar: Disruptive Technologies vs. Customer Experience | MC...
CustomerThink Webinar: Disruptive Technologies vs. Customer Experience  |  MC...CustomerThink Webinar: Disruptive Technologies vs. Customer Experience  |  MC...
CustomerThink Webinar: Disruptive Technologies vs. Customer Experience | MC...Michael Hinshaw, CEO McorpCX
 
George Coulston - Kennametal's Innovation Journey
George Coulston - Kennametal's Innovation JourneyGeorge Coulston - Kennametal's Innovation Journey
George Coulston - Kennametal's Innovation JourneyCincinnati Innovation
 

What's hot (19)

BT Green Guide: Understanding "green" business practices
BT Green Guide: Understanding "green" business practicesBT Green Guide: Understanding "green" business practices
BT Green Guide: Understanding "green" business practices
 
20081028 Nl Pg Ci Onetet
20081028 Nl Pg Ci Onetet20081028 Nl Pg Ci Onetet
20081028 Nl Pg Ci Onetet
 
Op Ex Review 0812
Op Ex Review 0812Op Ex Review 0812
Op Ex Review 0812
 
How structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sectorHow structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sector
 
Psf innovation topline 2013
Psf innovation topline 2013Psf innovation topline 2013
Psf innovation topline 2013
 
Innovation process management whitepaper
Innovation process management whitepaperInnovation process management whitepaper
Innovation process management whitepaper
 
The Principles of the Lean Business System white paper
The Principles of the Lean Business System white paperThe Principles of the Lean Business System white paper
The Principles of the Lean Business System white paper
 
Creating a Lean Business System white paper
Creating a Lean Business System white paperCreating a Lean Business System white paper
Creating a Lean Business System white paper
 
How structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sectorHow structural collaboration leads to value propositions in the financial sector
How structural collaboration leads to value propositions in the financial sector
 
US Grocery Retail Perspectives
US Grocery Retail PerspectivesUS Grocery Retail Perspectives
US Grocery Retail Perspectives
 
The Last Word: The 50-Year Journey to Digital Business
The Last Word: The 50-Year Journey to Digital BusinessThe Last Word: The 50-Year Journey to Digital Business
The Last Word: The 50-Year Journey to Digital Business
 
Skills at Scale: Personalized Learning at Accenture
Skills at Scale: Personalized Learning at AccentureSkills at Scale: Personalized Learning at Accenture
Skills at Scale: Personalized Learning at Accenture
 
Business model innovation 2 day workshop facilitation slides
Business model innovation 2 day workshop facilitation slidesBusiness model innovation 2 day workshop facilitation slides
Business model innovation 2 day workshop facilitation slides
 
France Enterprise BPM
France Enterprise BPM France Enterprise BPM
France Enterprise BPM
 
The Change Up--Can We Achieve Innovation Through Shared Services?
The Change Up--Can We Achieve Innovation Through Shared Services?The Change Up--Can We Achieve Innovation Through Shared Services?
The Change Up--Can We Achieve Innovation Through Shared Services?
 
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...
Seminar (EN): CFO Forum - Challenges in tough times, Warszaw/Poland, organize...
 
CustomerThink Webinar: Disruptive Technologies vs. Customer Experience | MC...
CustomerThink Webinar: Disruptive Technologies vs. Customer Experience  |  MC...CustomerThink Webinar: Disruptive Technologies vs. Customer Experience  |  MC...
CustomerThink Webinar: Disruptive Technologies vs. Customer Experience | MC...
 
George Coulston - Kennametal's Innovation Journey
George Coulston - Kennametal's Innovation JourneyGeorge Coulston - Kennametal's Innovation Journey
George Coulston - Kennametal's Innovation Journey
 
Business model innovation
Business model innovationBusiness model innovation
Business model innovation
 

Viewers also liked

Video presentazione Gruppo 1
Video presentazione Gruppo 1 Video presentazione Gruppo 1
Video presentazione Gruppo 1 m@x Buson
 
INFORMACION BASICA DE LOS ESTADOS FINANCIEROS
INFORMACION BASICA  DE LOS ESTADOS FINANCIEROSINFORMACION BASICA  DE LOS ESTADOS FINANCIEROS
INFORMACION BASICA DE LOS ESTADOS FINANCIEROSleidybernallosada
 
UU No. 2 / 1991 Tentang Usaha Perasuransian
UU No. 2 / 1991 Tentang Usaha PerasuransianUU No. 2 / 1991 Tentang Usaha Perasuransian
UU No. 2 / 1991 Tentang Usaha PerasuransianRidwan Ichsan
 
Proceedit 20110512 Agenda Road Show Doc Mining Junio 2011
Proceedit 20110512 Agenda Road Show Doc Mining   Junio 2011Proceedit 20110512 Agenda Road Show Doc Mining   Junio 2011
Proceedit 20110512 Agenda Road Show Doc Mining Junio 2011Josep Mª Cos i Riera
 
Is There Anything Common about the Learning Commons?: The Evolution from Lib...
Is There Anything Common about the Learning Commons?:  The Evolution from Lib...Is There Anything Common about the Learning Commons?:  The Evolution from Lib...
Is There Anything Common about the Learning Commons?: The Evolution from Lib...Nebraska Library Association
 
10 Simple Social Selling Rules
10 Simple Social Selling Rules10 Simple Social Selling Rules
10 Simple Social Selling RulesPipeliner CRM
 
Ficha de Reforma Tributaria
Ficha de Reforma TributariaFicha de Reforma Tributaria
Ficha de Reforma TributariaNelson Leiva®
 
WP or Drupal (or both): A Framework for Client CMS Decisions
WP or Drupal (or both): A Framework for Client CMS Decisions WP or Drupal (or both): A Framework for Client CMS Decisions
WP or Drupal (or both): A Framework for Client CMS Decisions Pantheon
 
Reunião Porto Sul
Reunião Porto SulReunião Porto Sul
Reunião Porto SulGuy Valerio
 

Viewers also liked (10)

Video presentazione Gruppo 1
Video presentazione Gruppo 1 Video presentazione Gruppo 1
Video presentazione Gruppo 1
 
Scuola
ScuolaScuola
Scuola
 
INFORMACION BASICA DE LOS ESTADOS FINANCIEROS
INFORMACION BASICA  DE LOS ESTADOS FINANCIEROSINFORMACION BASICA  DE LOS ESTADOS FINANCIEROS
INFORMACION BASICA DE LOS ESTADOS FINANCIEROS
 
UU No. 2 / 1991 Tentang Usaha Perasuransian
UU No. 2 / 1991 Tentang Usaha PerasuransianUU No. 2 / 1991 Tentang Usaha Perasuransian
UU No. 2 / 1991 Tentang Usaha Perasuransian
 
Proceedit 20110512 Agenda Road Show Doc Mining Junio 2011
Proceedit 20110512 Agenda Road Show Doc Mining   Junio 2011Proceedit 20110512 Agenda Road Show Doc Mining   Junio 2011
Proceedit 20110512 Agenda Road Show Doc Mining Junio 2011
 
Is There Anything Common about the Learning Commons?: The Evolution from Lib...
Is There Anything Common about the Learning Commons?:  The Evolution from Lib...Is There Anything Common about the Learning Commons?:  The Evolution from Lib...
Is There Anything Common about the Learning Commons?: The Evolution from Lib...
 
10 Simple Social Selling Rules
10 Simple Social Selling Rules10 Simple Social Selling Rules
10 Simple Social Selling Rules
 
Ficha de Reforma Tributaria
Ficha de Reforma TributariaFicha de Reforma Tributaria
Ficha de Reforma Tributaria
 
WP or Drupal (or both): A Framework for Client CMS Decisions
WP or Drupal (or both): A Framework for Client CMS Decisions WP or Drupal (or both): A Framework for Client CMS Decisions
WP or Drupal (or both): A Framework for Client CMS Decisions
 
Reunião Porto Sul
Reunião Porto SulReunião Porto Sul
Reunião Porto Sul
 

Similar to Enterprise BPM workshop in Accra, Ghana

What is Business Model Innovation?
What is Business Model Innovation?What is Business Model Innovation?
What is Business Model Innovation?Dr. Marc Sniukas
 
ADMA_FINALDigital_Whitepaper-Digital_Edition
ADMA_FINALDigital_Whitepaper-Digital_EditionADMA_FINALDigital_Whitepaper-Digital_Edition
ADMA_FINALDigital_Whitepaper-Digital_EditionDavid Hirsch
 
Business Process Redesign Or Reengineering
Business Process Redesign Or ReengineeringBusiness Process Redesign Or Reengineering
Business Process Redesign Or ReengineeringJennifer Brown
 
Redrafting Business Models-Tomorrow’s Enterprise in Action
Redrafting Business Models-Tomorrow’s Enterprise in ActionRedrafting Business Models-Tomorrow’s Enterprise in Action
Redrafting Business Models-Tomorrow’s Enterprise in ActionInfosys
 
Redrafting business models tomorrow's enterprise in action
Redrafting business models   tomorrow's enterprise in actionRedrafting business models   tomorrow's enterprise in action
Redrafting business models tomorrow's enterprise in actionInfosys BPM
 
Digital is more than just technology
Digital is more than just technologyDigital is more than just technology
Digital is more than just technologyAshish Patel
 
Digital reinvention
Digital reinventionDigital reinvention
Digital reinventionBear Man
 
How Lean And Lean Approach For Enhancing Organizational...
How Lean And Lean Approach For Enhancing Organizational...How Lean And Lean Approach For Enhancing Organizational...
How Lean And Lean Approach For Enhancing Organizational...Renee Campbell
 
White Paper - Charting the course, An odyssey of Operational Transformation
White Paper  - Charting  the course, An odyssey of Operational TransformationWhite Paper  - Charting  the course, An odyssey of Operational Transformation
White Paper - Charting the course, An odyssey of Operational TransformationPablo Junco
 
Business Wide Agile Transformations
Business Wide Agile Transformations Business Wide Agile Transformations
Business Wide Agile Transformations Ed Capaldi
 
Innovate In The 4IR
Innovate In The 4IRInnovate In The 4IR
Innovate In The 4IRDrew Sparrow
 
Lehigh Valley Business_Digital Transformation
Lehigh Valley Business_Digital TransformationLehigh Valley Business_Digital Transformation
Lehigh Valley Business_Digital TransformationGene Ferro
 
Business Models: Six recommendations to enable business model innovation in t...
Business Models: Six recommendations to enable business model innovation in t...Business Models: Six recommendations to enable business model innovation in t...
Business Models: Six recommendations to enable business model innovation in t...melnorman
 
Agile Ways of Working & Thinking - Introduction to Organisational Agility
Agile Ways of Working & Thinking - Introduction to Organisational AgilityAgile Ways of Working & Thinking - Introduction to Organisational Agility
Agile Ways of Working & Thinking - Introduction to Organisational AgilityIsman Tanuri
 
Innovation's unsung hero in volatile times: Industrialized business operations
Innovation's unsung hero in volatile times: Industrialized business operationsInnovation's unsung hero in volatile times: Industrialized business operations
Innovation's unsung hero in volatile times: Industrialized business operationsGenpact Ltd
 
Innovations unsung-hero-in-volatile-times-industrialized-business-operations
Innovations unsung-hero-in-volatile-times-industrialized-business-operationsInnovations unsung-hero-in-volatile-times-industrialized-business-operations
Innovations unsung-hero-in-volatile-times-industrialized-business-operationsGenpact Ltd
 
COVID-19: The future of organisations and the future of technical communication
COVID-19: The future of organisations and the future of technical communicationCOVID-19: The future of organisations and the future of technical communication
COVID-19: The future of organisations and the future of technical communicationEllis Pratt
 

Similar to Enterprise BPM workshop in Accra, Ghana (20)

What is Business Model Innovation?
What is Business Model Innovation?What is Business Model Innovation?
What is Business Model Innovation?
 
ADMA_FINALDigital_Whitepaper-Digital_Edition
ADMA_FINALDigital_Whitepaper-Digital_EditionADMA_FINALDigital_Whitepaper-Digital_Edition
ADMA_FINALDigital_Whitepaper-Digital_Edition
 
Business Process Redesign Or Reengineering
Business Process Redesign Or ReengineeringBusiness Process Redesign Or Reengineering
Business Process Redesign Or Reengineering
 
Emerging trends in Business Strategy Dr.Kabaly P Subramanian
Emerging trends in Business Strategy Dr.Kabaly P SubramanianEmerging trends in Business Strategy Dr.Kabaly P Subramanian
Emerging trends in Business Strategy Dr.Kabaly P Subramanian
 
VeriSM 2019
VeriSM 2019VeriSM 2019
VeriSM 2019
 
Le Lean And Lean
Le Lean And LeanLe Lean And Lean
Le Lean And Lean
 
Redrafting Business Models-Tomorrow’s Enterprise in Action
Redrafting Business Models-Tomorrow’s Enterprise in ActionRedrafting Business Models-Tomorrow’s Enterprise in Action
Redrafting Business Models-Tomorrow’s Enterprise in Action
 
Redrafting business models tomorrow's enterprise in action
Redrafting business models   tomorrow's enterprise in actionRedrafting business models   tomorrow's enterprise in action
Redrafting business models tomorrow's enterprise in action
 
Digital is more than just technology
Digital is more than just technologyDigital is more than just technology
Digital is more than just technology
 
Digital reinvention
Digital reinventionDigital reinvention
Digital reinvention
 
How Lean And Lean Approach For Enhancing Organizational...
How Lean And Lean Approach For Enhancing Organizational...How Lean And Lean Approach For Enhancing Organizational...
How Lean And Lean Approach For Enhancing Organizational...
 
White Paper - Charting the course, An odyssey of Operational Transformation
White Paper  - Charting  the course, An odyssey of Operational TransformationWhite Paper  - Charting  the course, An odyssey of Operational Transformation
White Paper - Charting the course, An odyssey of Operational Transformation
 
Business Wide Agile Transformations
Business Wide Agile Transformations Business Wide Agile Transformations
Business Wide Agile Transformations
 
Innovate In The 4IR
Innovate In The 4IRInnovate In The 4IR
Innovate In The 4IR
 
Lehigh Valley Business_Digital Transformation
Lehigh Valley Business_Digital TransformationLehigh Valley Business_Digital Transformation
Lehigh Valley Business_Digital Transformation
 
Business Models: Six recommendations to enable business model innovation in t...
Business Models: Six recommendations to enable business model innovation in t...Business Models: Six recommendations to enable business model innovation in t...
Business Models: Six recommendations to enable business model innovation in t...
 
Agile Ways of Working & Thinking - Introduction to Organisational Agility
Agile Ways of Working & Thinking - Introduction to Organisational AgilityAgile Ways of Working & Thinking - Introduction to Organisational Agility
Agile Ways of Working & Thinking - Introduction to Organisational Agility
 
Innovation's unsung hero in volatile times: Industrialized business operations
Innovation's unsung hero in volatile times: Industrialized business operationsInnovation's unsung hero in volatile times: Industrialized business operations
Innovation's unsung hero in volatile times: Industrialized business operations
 
Innovations unsung-hero-in-volatile-times-industrialized-business-operations
Innovations unsung-hero-in-volatile-times-industrialized-business-operationsInnovations unsung-hero-in-volatile-times-industrialized-business-operations
Innovations unsung-hero-in-volatile-times-industrialized-business-operations
 
COVID-19: The future of organisations and the future of technical communication
COVID-19: The future of organisations and the future of technical communicationCOVID-19: The future of organisations and the future of technical communication
COVID-19: The future of organisations and the future of technical communication
 

More from iCMG International

Mumbai-Hyderabad-Bangalore_TOGAF - 2013
Mumbai-Hyderabad-Bangalore_TOGAF - 2013Mumbai-Hyderabad-Bangalore_TOGAF - 2013
Mumbai-Hyderabad-Bangalore_TOGAF - 2013iCMG International
 
Young Enterprise Architect Scholarship 2013
Young Enterprise Architect Scholarship 2013Young Enterprise Architect Scholarship 2013
Young Enterprise Architect Scholarship 2013iCMG International
 
Top 21 Zachman Framework Myths Busted
Top  21 Zachman Framework Myths BustedTop  21 Zachman Framework Myths Busted
Top 21 Zachman Framework Myths BustediCMG International
 
Enterprise and IT Architecture Awards 2013
Enterprise and IT Architecture Awards 2013Enterprise and IT Architecture Awards 2013
Enterprise and IT Architecture Awards 2013iCMG International
 
USA Zachman Certified Enterprise Architect Workshop
USA Zachman Certified Enterprise Architect WorkshopUSA Zachman Certified Enterprise Architect Workshop
USA Zachman Certified Enterprise Architect WorkshopiCMG International
 
Norway Zachman Certified Enterprise Architect workshop
Norway Zachman Certified Enterprise Architect workshopNorway Zachman Certified Enterprise Architect workshop
Norway Zachman Certified Enterprise Architect workshopiCMG International
 
Sweden Advanced BPM Workshop 2013
Sweden Advanced BPM Workshop 2013Sweden Advanced BPM Workshop 2013
Sweden Advanced BPM Workshop 2013iCMG International
 
Singapore Advanced BPM Workshop 2013
Singapore Advanced BPM Workshop 2013Singapore Advanced BPM Workshop 2013
Singapore Advanced BPM Workshop 2013iCMG International
 
Saudi Arabia Advanced BPM Workshop
Saudi Arabia Advanced BPM WorkshopSaudi Arabia Advanced BPM Workshop
Saudi Arabia Advanced BPM WorkshopiCMG International
 

More from iCMG International (20)

Dubai_TOGAF - 2013
Dubai_TOGAF - 2013Dubai_TOGAF - 2013
Dubai_TOGAF - 2013
 
Madrid_TOGAF - 2013
Madrid_TOGAF - 2013Madrid_TOGAF - 2013
Madrid_TOGAF - 2013
 
Singapore_TOGAF - 2013
Singapore_TOGAF - 2013Singapore_TOGAF - 2013
Singapore_TOGAF - 2013
 
Warsaw_TOGAF - 2013
Warsaw_TOGAF - 2013Warsaw_TOGAF - 2013
Warsaw_TOGAF - 2013
 
Auckland_TOGAF - 2013
Auckland_TOGAF - 2013Auckland_TOGAF - 2013
Auckland_TOGAF - 2013
 
Amsterdam_TOGAF - 2013
Amsterdam_TOGAF - 2013Amsterdam_TOGAF - 2013
Amsterdam_TOGAF - 2013
 
Mumbai-Hyderabad-Bangalore_TOGAF - 2013
Mumbai-Hyderabad-Bangalore_TOGAF - 2013Mumbai-Hyderabad-Bangalore_TOGAF - 2013
Mumbai-Hyderabad-Bangalore_TOGAF - 2013
 
Toronto_TOGAF - 2013
Toronto_TOGAF - 2013Toronto_TOGAF - 2013
Toronto_TOGAF - 2013
 
Sao Paulo_TOGAF - 2013
Sao Paulo_TOGAF - 2013Sao Paulo_TOGAF - 2013
Sao Paulo_TOGAF - 2013
 
Young Enterprise Architect Scholarship 2013
Young Enterprise Architect Scholarship 2013Young Enterprise Architect Scholarship 2013
Young Enterprise Architect Scholarship 2013
 
Top 21 Zachman Framework Myths Busted
Top  21 Zachman Framework Myths BustedTop  21 Zachman Framework Myths Busted
Top 21 Zachman Framework Myths Busted
 
Enterprise and IT Architecture Awards 2013
Enterprise and IT Architecture Awards 2013Enterprise and IT Architecture Awards 2013
Enterprise and IT Architecture Awards 2013
 
USA Zachman Certified Enterprise Architect Workshop
USA Zachman Certified Enterprise Architect WorkshopUSA Zachman Certified Enterprise Architect Workshop
USA Zachman Certified Enterprise Architect Workshop
 
Norway Zachman Certified Enterprise Architect workshop
Norway Zachman Certified Enterprise Architect workshopNorway Zachman Certified Enterprise Architect workshop
Norway Zachman Certified Enterprise Architect workshop
 
Advanced BPM India 2013
Advanced BPM India 2013Advanced BPM India 2013
Advanced BPM India 2013
 
UAE Advanced BPM Workshop
UAE Advanced BPM WorkshopUAE Advanced BPM Workshop
UAE Advanced BPM Workshop
 
Thailand Advanced BPM Workshop
Thailand Advanced BPM WorkshopThailand Advanced BPM Workshop
Thailand Advanced BPM Workshop
 
Sweden Advanced BPM Workshop 2013
Sweden Advanced BPM Workshop 2013Sweden Advanced BPM Workshop 2013
Sweden Advanced BPM Workshop 2013
 
Singapore Advanced BPM Workshop 2013
Singapore Advanced BPM Workshop 2013Singapore Advanced BPM Workshop 2013
Singapore Advanced BPM Workshop 2013
 
Saudi Arabia Advanced BPM Workshop
Saudi Arabia Advanced BPM WorkshopSaudi Arabia Advanced BPM Workshop
Saudi Arabia Advanced BPM Workshop
 

Recently uploaded

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectivelyMarianna Nakou
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 

Recently uploaded (20)

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectively
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 

Enterprise BPM workshop in Accra, Ghana

  • 1. CONSULTING EVENTS ABOUT US RESOURCES STORE 1 2 3 4 5 Accra: 15 - 16 April, 2013 About Jennifer Course Benefits Registration Contact Us Idea behind the workshop Follow Us Does the following strike a chord? Let’s consider the following all too common scenario – "As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure the enterprise and optimise therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?" Why are there still massive opportunities to improve Although many in Western economies are in a business performance in companies that have been through state of denial, we are undergoing the greatest many previous rounds of restructure and traditional reorganization in the business world since the optimisation? Industrial Revolution. If you somehow haven't Although now starting to change, most companies have not yet noticed it yet, there is a loud and clear wake-up appreciated that the business world is going through the greatest call in the air that can be heard everywhere. It's reorganisation since the industrial revolution, therefore not called globalization, and it's being brought to you changing their approach to change, making the mistake that the by three billion new capitalists from China, India, approaches that served them so well in the last years will endure. and the former Soviet Union. The information age which started in the second half of the 20th Century is quickly morphing into the customer age with massive No matter what industry you are in, no matter how implications – opportunities for those who address but significant successful you are, it's time to get ready for the issue for those who fail to react quickly enough. There are many world as it will be --a world where your customers case studies which illustrate where this is happening. have new choices from a sea of suppliers from across the globe. Our Company Structures Most companies have a functional structure with “division of --Peter Fingar labour” fundamental that has changed little since the industrial Executive Partner, Greystone Group revolution. Functional silos grow and change over time to address Author of Extreme Competition: Innovation and the demands placed on them within the company. The original the Great 21st Century Business Reformation consequence of ‘labour division’ was a 240 times productivity improvement. The fundamentals of company structure still exist largely unchanged today and have now become the biggest reason why companies are underperforming or failing. 98% of the workforce of most organisations have either no contact with the customer or have only a limited understanding of the customer, their drivers and what he/she really needs. Under the existing division of labour principles, why should they? They have to do a job within the company and either answer to or deliver something to somebody else within the company – the concept of “the internal customer”. Over time the demands on the functional silos change – this may be to improve quality, reduce defects or improve a service to what the internal customer states is required. Because 98% of the workforce are divorced from the customer base then the only measures of success that can be used is the requirements for improvement as defined internally. Have you got your FREE Copy yet? Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out” thinking looking at process change in the traditional domain. Companies traditionally have tried to combat “In Search Of BPM Excellence : Straight from the thought leaders (2006)” this by using “voice of the customer” and other techniques which leave only very limited insight – the
  • 2. problem for the 98% of us focussing on the internal customer we simply are just not aware what is missing!! Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or please the people we are answerable to – the internal customer then we are doing lots of things that do not contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s Enterprise BPM inefficiency that none of the existing Enterprise Performance Improvement methodologies have been able to Workshop identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply » Ghana » Poland not contributing to what the customer needs adding complexity, cost and ultimately service. » France » Russia » Denmark » Switzerland » Belgium » South Africa Change in Customer Behaviour The customer base whether it be the corporate or the individual consumer now has access to choice at unprecedented levels. We can obtain information or advice on almost anything at the press of a button and whereas we used to be restricted to either what or where we buy, the world has become a global supermarket for pretty well every product or service available. Economic globalisation has compounded the problem as trade barriers between nations and regions are effectively dismantled. In some industries supply effectively exceeds demand with the only apparent differentiator being price. The view that customer focus should be packing in as much of what a customer wants into a product/service without killing the cost base is fortunately a complete fallacy. The companies who align their structures, processes and capability most closely to what the customer actually needs (not “wants” – discussed later) are likely to sell more than their competitors. Customers are becoming more informed about alternative options. They are more likely to change allegiance. They are more likely to rebel if they don’t get what they perceive they want/need. This applies to all industries whether we are selling insurance products or building submarines. Pace of Change in Producing New Capability The pace of change and accelerated technology advances means new products/services or variants are being produced increasingly quicker as most companies try to compete in this new but constantly evolving landscape. We observe this every day and its placing a huge pressure on our organisations. This increased capability/reduced price and reduced time to market is now a factor in virtually every one of our industries. We have to compete, because if we don’t then the customer base will quickly find those organisations that can and they will stop buying. Most companies address this by using traditional techniques to produce better/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only they could look at their business through a different “set of glasses”. And to the Programme? The enterprises are exploring modular architecture to isolate their business processes from their applications, which gives them the flexibility to add, upgrade or replace applications in their information technology environment without redefining all of their process interfaces. The business process management (BPM) market at $1.0 billion in 2005 is expected to more than triple to $3.8 billion by 2012. The services oriented architecture (SOA) market at $450 million in 2005 is expected to grow rapidly through 2012, reaching $3.2 billion. One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting. Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for taking BPM from promise to practice. This will be great primer for beginners and will provide new insight & fresh ideas for people with experience in BPM. Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation. If you are traveling, you may like to attend the program city near you Enterprise BPM in April 2013 Poland Ghana Russia Enterprise BPM in May 2013 France Denmark Belgium South Africa Switzerland Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
  • 3. Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
  • 4. CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Course Overview The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level. This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver! Uncover Process Improvement opportunities in just hours Identify Actions that will reduce process inefficiency by 30% to 60% within 90 days of deployment Delight your Customers (making them your biggest advocates) through Successful Customer Outcomes Innovate to compete, set the market trend and even dominate your industry The Certified Process Professional program builds your competency in delivering these essential benefits in literally everything you do. Unleashing the power of process in your organization today. A dynamic and comprehensive approach to creating and managing enterprise processes that deliver sustained high performance, encompassing the full range of management systems and practices. Content based on the experiences of hundreds of companies and the BP Group (www.bpgroup.org) networks ongoing research. Tell a friend Upcoming Webinars Course Outline - Level one Wed, Apr 24, 2013 Introduction to Advanced Business Process Management – Process Enterprise Optimization Architecture - Learn to Apply process diagnostics to existing processes, calculate causes of work Essentials for and points of failure, and identify actions that can be taken to improve them. Develop a Decision Makers structured approach accessible by everyone in the organisation to enable immediate Thu, Apr 25, 2013 and significant performance improvements. Create a sustainable operational and Tips & Traps - strategic method suitable for both dramatic and steady state improvements. Architecture driven IT migration & • Apply process diagnostics to any existing process or service. modernization roadmap • Understand and identify moments of truth, breakpoints and business rules Have you got your FREE Copy yet? • Determine the magnitude of the points of failure performance factor and causes of “In Search Of BPM Excellence : work performance factor of the process. Straight from the thought leaders (2006)” • Calculate the points of failure causes of work performance factors then graph it on the maturity scales. • Identify actions that can be taken to improve the process. Enterprise BPM • Identify actions that will significantly reduce the process points of failure and causes Workshop of work of the process. » Ghana » Poland » France » Russia • Identify actions that can be completed in less than 90 days (often much less). » Denmark » Switzerland » Belgium » South Africa • Analyze the benefits versus cost (resource/time/degree of change) for each action • Clearly identify “low hanging fruit” – actions that require minimal investment versus return • Apply process diagnostics to a customer focused (SCO) process. • Determine the points of failure performance and causes of work performance process factors. • Conduct the risk assessment on the business and customer including • Identify actions that can be taken to improve the process. Review the various techniques and approaches to improving process (useful • internal materials) Understand and apply the Customer Expectation Management Method • (CEMMethod) as an Advanced Process Management approach Course Outline - Level two Advanced Business Process Management – Process Alignment to
  • 5. Successful Outcomes Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organisation to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success. • Understand the concept of Successful Customer Outcomes and review recent case studies of global champions. • Define Successful Customer Outcomes for any process, product or service. • Create the 7 step action plan for crafting Successful Customer Outcomes. • Develop the SCO mind map for any process, product or service. • Understand the substantive difference between customer wants, desires and needs. • Learn how to identify clearly customer needs and expectations (even when the customer doesn’t know it themselves) • Understand Current and Future State Process Models • Develop a Current State Process Model – individual, team and enterprise wide. • Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer Expectation Management Method (CEMM) and the Advanced Process Management approach to analyse the Current State Model • Assess the Risk factors (organisation and customer) identified in Current State Modelling • Develop the Risk Assessment Profile against a matrix of the 8 key factors that drive performance improvement • Prepare a Risk Assessment Profile that informs the Future State • Develop and substantiate an Action Plan to mitigate risks Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy