Russia BPM Workshop
 

Russia BPM Workshop

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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 ...

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.

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Russia BPM Workshop Russia BPM Workshop Document Transcript

  • CONSULTING EVENTS ABOUT US RESOURCES STORE 1 2 3 4 Moscow: 22 - 23 April, 2013 Course Benefits Registration Contact UsIdea behind the workshop Follow UsDoes 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 termsof the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired tohelp re-structure the enterprise and optimise therefore expediting business recovery. However, despite allefforts, 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 abusiness performance in companies that have been through state of denial, we are undergoing the greatestmany previous rounds of restructure and traditional reorganization in the business world since theoptimisation? Industrial Revolution. If you somehow haventAlthough now starting to change, most companies have not yet noticed it yet, there is a loud and clear wake-upappreciated that the business world is going through the greatest call in the air that can be heard everywhere. Itsreorganisation since the industrial revolution, therefore not called globalization, and its being brought to youchanging 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 20thCentury is quickly morphing into the customer age with massive No matter what industry you are in, no matter howimplications – opportunities for those who address but significant successful you are, its time to get ready for theissue for those who fail to react quickly enough. There are many world as it will be --a world where your customerscase studies which illustrate where this is happening. have new choices from a sea of suppliers from across the globe.Our Company StructuresMost companies have a functional structure with “division of --Peter Fingarlabour” fundamental that has changed little since the industrial Executive Partner, Greystone Grouprevolution. Functional silos grow and change over time to address Author of Extreme Competition: Innovation andthe demands placed on them within the company. The original the Great 21st Century Business Reformationconsequence of ‘labour division’ was a 240 times productivityimprovement. The fundamentals of company structure still exist largely unchanged today and have nowbecome 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 limitedunderstanding of the customer, their drivers and what he/she really needs. Under the existing division oflabour principles, why should they? They have to do a job within the company and either answer to or deliversomething to somebody else within the company – the concept of “the internal customer”. Over time thedemands on the functional silos change – this may be to improve quality, reduce defects or improve a serviceto what the internal customer states is required. Because 98% of the workforce are divorced from thecustomer base then the only measures of success that can be used is the requirements for improvement asdefined 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 orplease the people we are answerable to – the internal customer then we are doing lots of things that do notcontribute to what the customer – ie the person who pays for the goods and services - really needs. That’s Enterprise BPMinefficiency that none of the existing Enterprise Performance Improvement methodologies have been able to Workshopidentify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply » Ghana » Polandnot contributing to what the customer needs adding complexity, cost and ultimately service. » France » Russia » Denmark » Switzerland » Belgium » South AfricaChange in Customer BehaviourThe customer base whether it be the corporate or the individual consumer now has access to choice atunprecedented levels. We can obtain information or advice on almost anything at the press of a button andwhereas we used to be restricted to either what or where we buy, the world has become a globalsupermarket for pretty well every product or service available. Economic globalisation has compounded theproblem as trade barriers between nations and regions are effectively dismantled. In some industries supplyeffectively exceeds demand with the only apparent differentiator being price. The view that customer focusshould be packing in as much of what a customer wants into a product/service without killing the cost base isfortunately a complete fallacy. The companies who align their structures, processes and capabilitymost closely to what the customer actually needs (not “wants” – discussed later) are likely to sellmore than their competitors. Customers are becoming more informed about alternative options. They aremore likely to change allegiance. They are more likely to rebel if they don’t get what they perceive theywant/need. This applies to all industries whether we are selling insurance products or building submarines.Pace of Change in Producing New CapabilityThe pace of change and accelerated technology advances means new products/services or variants are beingproduced increasingly quicker as most companies try to compete in this new but constantly evolvinglandscape. We observe this every day and its placing a huge pressure on our organisations. This increasedcapability/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 thatcan and they will stop buying. Most companies address this by using traditional techniques to producebetter/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only theycould 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-dayprogram will focus on how to do design and implement efficient and effective business processes, to moreeffectively support the way our enterprises are adapting.Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for takingBPM from promise to practice. This will be great primer for beginners and will provide new insight & freshideas for people with experience in BPM.Rest assured, you will never think about business in the same way again. Learn new methodswhich 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 LinksArchitecture Gallery Architect Skill Quiz Why iCMG Site MapShort Videos E-Learning Architecture Awards 2013 CareeriCMG 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 Wed, Apr 24, 2013 Course Outline - Level oneEnterpriseArchitecture - Introduction to Advanced Business Process Management – ProcessEssentials for OptimizationDecision Makers Learn to Apply process diagnostics to existing processes, calculate causes of work Thu, Apr 25, 2013 and points of failure, and identify actions that can be taken to improve them. Develop aTips & Traps - structured approach accessible by everyone in the organisation to enable immediateArchitecture driven and significant performance improvements. Create a sustainable operational andIT migration & strategic method suitable for both dramatic and steady state improvements.modernizationroadmap • Apply process diagnostics to any existing process or service. Have you got your FREE Copy yet? • Understand and identify moments of truth, breakpoints and business rules Determine the magnitude of the points of failure performance factor and causes of “In Search Of BPM Excellence : • Straight from the thought leaders (2006)” work performance factor of the process. • 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 Workshop • Identify actions that will significantly reduce the process points of failure and » Ghana » Poland causes of work of the process. » France » Russia » Denmark » Switzerland • Identify actions that can be completed in less than 90 days (often much less). » 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 risksConsulting BuyEnterprise Architecture Center of Excellence Ask the Architect Credits Online Learning LicensesBusiness Process Management Application Rationalization Webinar Licenses Online ConsultingEnterprise SOA Architecture Assessment Workshop Registration Onsite ConsultingResources Useful LinksArchitecture Gallery Architect Skill Quiz Why iCMG Site MapShort Videos E-Learning Architecture Awards 2013 CareeriCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
  • CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Why is this workshop important? 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 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 business performance in companies that have been through many previous rounds of restructure and traditional optimisation? • Although now starting to change, most companies have not yet appreciated that the business world is going through the greatest reorganisation since the industrial revolution, therefore not changing their approach to change, making the mistake that the approaches that served them so well in the last years will endure. Tell a friend The information age which started in the second half of the 20th Century is Upcoming Webinars quickly morphing into the customer age with massive implications – opportunities for those who address but significant issue for those who fail Wed, Apr 24, 2013 to react quickly enough. There are many case studies which illustrateEnterprise where this is happening.Architecture -Essentials for Change in Customer BehaviourDecision Makers Thu, Apr 25, 2013 • The customer base whether it be the corporate or the individual consumerTips & Traps - now has access to choice at unprecedented levels. We can obtainArchitecture driven information or advice on almost anything at the press of a button andIT migration & whereas we used to be restricted to either what or where we buy, themodernizationroadmap 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 Have you got your FREE Copy yet? some industries supply effectively exceeds demand with the only apparent differentiator being price. The view that customer focus should be packing “In Search Of BPM Excellence : Straight from the thought leaders (2006)” 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 Enterprise BPM informed about alternative options. They are more likely to change Workshop allegiance. They are more likely to rebel if they don’t get what they » Ghana » Poland perceive they want/need. This applies to all industries whether we are » France » Russia selling insurance products or building submarines. » Denmark » Switzerland » Belgium » South Africa 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”. Our Company Structures • Most companies have a functional structure with “division of labour” fundamental that has changed little since the industrial revolution.
  • Functional silos grow and change over time to address the demands placed on them within the company. The original 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. 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 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 inefficiency that none of the existing performance improvement methodologies have been able to identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply not contributing to what the customer needs adding complexity, cost and ultimately service.What is Outside-In Enterprise BPM?• Outside-In is a method of managing an organisation by delivering Successful Customer Outcomes. An Outside-In company is seeking to align every aspect of their company to the achievement of a Successful Customer Outcome. Achieve this and the misalignments described above disappear. The Successful Customer Outcome Framework contains the SCO’s that a company chooses to deliver to its customers. There may be other SCOs identified that the company may choose not to deliver for many reasons. The process of understanding and delivering to the SCO framework underpinned by an alignment of every aspect of the company to its achievement defines a future state that the organisation can move to in under a year if it so desires.Examples of Companies who have adopted Outside-In thinking• Companies such as Apple, Virgin, SouthWest Airlines, Best Buy, Hallmark Cards are examples of companies who have adopted OI thinking and risen to the top of their respective markets.What you receive• Exploit process management for triple crown* benefits with sustained high performance• Develop performance metrics for end-to-end processes• Link processes to enterprise business goal• Coach and align people for performance and process management• Realign people systems for a process environment• Achieve the tactical and strategic payoffs of process *triple crown = enhancing customer service, reducing costs and enhancing revenue concurrentlyWhat you get• Hands-on instructor-led WORKSHOP by world recognized Coach• All Materials electronically (for your own internal use) and online support
  • • Certification as a Certified Process Professional (CPP) Levels 1 and 2 (practitioner and professional) • SIX Practical toolkits to use and takeaway immediately • Membership in the worlds premier Process & Professional business club • Simply the most ADVANCED TECHNIQUE for process improvement; typically producing extraordinary improvement results on processes in LESS THAN 90 DAYSConsulting BuyEnterprise Architecture Center of Excellence Ask the Architect Credits Online Learning LicensesBusiness Process Management Application Rationalization Webinar Licenses Online ConsultingEnterprise SOA Architecture Assessment Workshop Registration Onsite ConsultingResources Useful LinksArchitecture Gallery Architect Skill Quiz Why iCMG Site MapShort Videos E-Learning Architecture Awards 2013 CareeriCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy