Singapore Advanced BPM Workshop 2013

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Advanced BPM is more than a series of tools and techniques to view and improve our business. It is a 'practical thinking approach' or a 'business attitude' to be orientated to as much of the business as the practitioner or management requires. If implemented to the greatest degree, a company may design and represent its organisation charts around the customer and the specific outcomes it is looking to create.

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Singapore Advanced BPM Workshop 2013

  1. 1. CONSULTING EVENTS ABOUT US RESOURCES STORE 1 2 3 4 5 Singapore: 16 - 17 May 2013 About Jason Course Benefits Registration Contact Us Follow UsIdea behind the workshop“The next ten years will be critical to the success of your business. How prepared are you? Areyou aware of the latest advances in identifying, defining and implementing change that canimpact your organisation almost immediately, even if you have already ‘optimised’ many timesover?”Approaches to applying change in organisations are progressing very rapidly and with good reason. Many ofthe existing methods still being applied either do not give the necessary insight to maximise impact, orsimply take too long to apply to be effective in a changing world. Advanced BPM is a powerfully innovativeand practical approach (i.e. rapid to apply) that builds on previous generation methods to dramaticallyimprove existing business processes and create new ones that impact business performance under everydefinition. Most organisations are sitting on efficiency and cost reduction opportunities that previousgeneration approaches never identify. In addition, the ability to innovate and create revenue and serviceopportunities are usually looked at as separate initiatives. Why should they be? They are all part of AdvancedBPM - the latest change methods designed better support operations, customer centric change, governanceand strategy than anything that gone previously.Challenges necessitating the emergence of Advanced BPMEverything an organisation does is now the focus of Advanced Business Process Management. Variation isinherent in almost everything we do and even with change this variation does and should still exist. Thechange challenges companies face all link back to their process agenda - we have to update our approachesif our enterprises are going to continue thrive: Operational Challenges Driving a Customer Centric Linking change back to overall Strategy Business Performance Operations, structures and Competition is fierce, global Companies fundamentally business process flows are and increasing. The focus on believe they offer superior often way too complex, cheaper, better, faster is not products and services but still creating unnecessary and enough to dominate a market. struggle to make the returns difficult to identify non- Innovation has to be they believe possible. How do contributory costs and continuous but it needs to be we change that? significantly increased across the domain of the potential for failure. entire company, not with just Companies strive to be market the specialised few. leaders, and they believe they The process of change is too have the capabilities to be a complex, relying on the Customers have realised their market leader, but internal Advanced BPM application of complex right to exercise choice. They issues prevent them from Workshop algorithms to large volumes of realise they have the right to getting there. » UAE » Australia data. As obvious alternatives and they » Qatar » Saudi Arabia improvements are delivered, frequently exercise those » Thailand » Singapore Too many enterprises believe rights. » Sweden » Malaysia staying with these existing it is difficult to markedly
  2. 2. » India approaches means new reduce costs without improvements often only Customers have high negatively impacting service produce diminishing returns. expectations, they will levels. How do you change continue to demand more and that perception and do so unless that demand is met, Even in 2013 more than 50% quickly? they will go elsewhere. of change projects still under- Delivering to those demands perform and do not achieve The global recession has that have the most impact on the desired outcome. impacted the overall business customer experience is more profitable. The question is, climate and many companies There are so many alternative how can the company connect believe their performance methods to drive change out to the customer experience won’t markedly improve until there, it is difficult to select when traditional Voice of the business environment which makes most sense for Customer approaches only improves. How do you need to your business. uncover 60% of the real think about your business so opportunity. that you have the potential to Governance is difficult because join those special few who companies are using the Customers often have a better thrive – recession or no wrong approaches and view of the overall customer recession. measures which slows agility experience than the company and means useful insight is that still operates with a often never attained. This largely silo driven focus. If the directly impacts the cost base silos and traditional structures and forward potential for are still going to be around for failure. the foreseeable future, how do we ensure the enterprise drives the customer experience to ensure they keep coming back? Advanced BPM utilises the latest customer centric methodologies to deliver a change strategy that is in line with the organisation’s performance requirements and the challenges of the times. Our change model is all about moving from delivering “capability” to delivering “value” - empowering the appointed change agents with the thinking, tools and techniques that can be immediately utilised in their organisation. It provides a map that guides them every step of the way to identify customer outcome and change opportunities that can then implemented in a structured and risk mitigated fashion.If you are traveling, you may like to attend the program city near you Advanced BPM in April 2013 Australia UAE Qatar Saudi Arabia Advanced BPM in May 2013 Singapore Malaysia Thailand Sweden India 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
  3. 3. CONSULTING EVENTS ABOUT US RESOURCES STORE Why is this workshop important? These Advanced BPM approaches are a mixture of learnings distilled from the thought leadership of leading global change companies, our own extensive experience delivering change "in the field" and our own in-house research team. Everything that is done is aligned to the latest approaches for delivering change. This is called "Outcome Based Thinking" and is designed to take change thinking to the next level and help an organisation bring their processes, systems, strategy, people and customers into full alignment, focusing the organization its very reason for existing. Through superior alignment, customer experience is significantly improved and operational costs are decreased. We can therefore improve revenue, reduce costs and enhance the quality of service to the customer, all at the same time. Exclusive focus on the Customer – but with an enhanced ability to innovate and uncover new ideas they will never tell you about Every company still in business today positively impacts their customer outcomes to a degree - they would have to, or customers would not be buying. Advanced BPM is built on the philosophy that the more positively a company impacts its Customer Needs Framework (CNF), the greater proportion of available business it is going to win. Applying this thinking will take you to places (i.e. business opportunities) that your competition has never been able to exploit and perhaps never thought about. It leads you to clearly identify and understand the true customer needs (as compared to the wants) and then work to ensure that the entire organization and its processes address those needs, above all else. The Advanced BPM methodology starts from an outside of the organization perspective then Tell a friend moves to the inside to implement effectively aligned processes. Our research indicates that often the best solution to a customers need is different than the customers own Upcoming Webinars perceived solution. That ability to understand customer needs, often better than they do themselves, is what Wed, Apr 24, 2013 distinguishes the great innovators such as Apple and AirTran Airlines from all others. Apple is producing applicationsEnterprise that people never thought they needed, whereas a significant proportion of their competition whom have built whatArchitecture - they believe to be technologically superior mobile phones have had to re-think their approach in the midst of fallingEssentials for revenues and margins. AirTran is close to the era of the free flight ticket and yet enjoy consistent profitability whereasDecision Makers British Airways, although operating more profitably as of late, has gone through possibly the worst business period in Thu, Apr 25, 2013 its history - although more recently it has returned to profitability. If you think about it, an airline is a business whichTips & Traps - is made up of the same commodity components - similar airplanes, customers with roughly the same wants/needs,Architecture driven airports with the ability to offer the same services (if they choose) - yet some operators are flying high and others areIT migration &modernization sinking towards government bailout or bankruptcy. Both AirTran and British Airways will claim customer centricity butroadmap an Outside-In approach better defines the important outcome components that are critical to business success and under this lens it becomes very clear British Airways has been left wanting. Organising to sustain a performance change focus Advanced BPM is more than a series of tools and techniques to view and improve our business. It is a practical thinking approach or a business attitude to be orientated to as much of the business as the practitioner or management requires. If implemented to the greatest degree, a company may design and represent its organisation charts around the customer and the specific outcomes it is looking to create. The approach does not prevent other techniques from being used in analysing or improving our business, but it does ensure that Outcome focus be it customer, operations or wider social agenda is maintained as a central theme even when CEOs, boards and senior managers discuss change. If focus is only maintained at a tools and techniques level they tend to be pigeon-holed into a specific silo and more likely to become forgotten or ignored as the "latest and greatest" ideas for change raises its head. Taking the Complexity out of how we view our business One of the issues that change practitioners face is the underlying complexity of the business we are trying to improve or change. Generally, when we move from high level management representations to process detail, a much more complex picture emerges, which we have usually justified on the basis of "thats just what we do". But if we look at that process again from a different outcome viewpoint then the process appears very different. Advanced BPM shows that the way we traditionally view process is an illusion and prevents us from viewing business in a way to enable significant change. Viewing what we do from the perspective of the outcome enables us to think of performance change
  4. 4. initiatives that would never occur to us if we only study our business inthe traditional manner.How many changes to the way we do business seem obvious once wehave identified what they are and implemented them, but somehow eluded us when we are looking at our businessesas a ‘haystack’ of processes? Developing a methodology we can all applySustained change is best effected if it can be articulated in a way the whole organisation can understand and be partof. Make the tools and approaches complex, using terminology a person needs significant training to understand,means they will be side-lined to a department with the ability to handle that specialisation. Such departmentsmaintain credibility if they are seen to be consistently performing, but as soon as under-performance or failure isperceived, they can be disenfranchised or worse, disappear.The thinking, tools and techniques within Advanced BPM can be applied directly to our own organisations after lessthan a week of training. The terminology used can be adopted, if necessary, across an enterprise although in realitymany will apply the tools and make changes without ever having to be too specific as to the techniques used. Thismay range from the individual improving performance from the context of the remit where they have influence, tosustained change programmes at an organisation level. Change which the whole organisation can relate to, andunderstand, is more likely to succeed than change prescribed by specialists using language we only partiallyunderstand.The world’s most successful organisations are often characterized as those where staff are seen to be driving and feelpart of the business. Giving those staff an understanding of the thinking and techniques that enable change helps turnchange into an opportunity as opposed to a threat.Ultimately any change has to be judged under the measures that directly relate to the business – revenue, cost base,shareholder value, market penetration as well as the softer but still important qualitative measures such as customersatisfaction, market reaction and analyst appraisal. Advanced BPM can impact all of these measures and moreover,do it simultaneously. Alignments that can positively impact the whole organisationAdvanced BPM is designed on the premise if a process or operation does NOT contribute to the Outcome we seek –you don’t do it! On first analysis this may appear difficult to rationalise in a practical sense.For instance, some business areas may not directly ‘touch’ the customer but may seek certain operational outcomes.Unless these non-customer facing departments are tightly aligned to the customer facing areas and ultimately thecustomer, then at best unnecessary tasks and activities will emerge which will increase complexity, cost and thepotential for failure.On the other hand, when they are properly aligned to the customer, huge opportunities to impact businessperformance becomes apparent: An HR department for a software company might change how they reward the sales function to be in alignment to the Customer Needs Framework, so as to encourage active qualification and delivery against real customer needs rather than as is traditionally done, just on contracted revenue, which encourages that non- customer centric behaviour, the drive to get ‘a deal’ which leaves a legacy of problems and reduces follow-on business potential downstream. The finance department with a good understanding of expense run rates may have a trust based process for all expenses within a specified threshold for the sales and delivery teams. The cost of extra expenses would be more than off-set by reduced manual effort and the sales/delivery functions would be left to focus on their core
  5. 5. objectives. A printing company may be able to remove all its print shops and the overhead costs involved, because the customer can now define exactly how he/she wants the delivery to look via a simple downloadable print tool and the Customer Needs Framework says the delivery should come to a place of my choosing when I want – I no longer have to go a specific location to discuss/review/pick-up etc. A lift manufacturer may decide to outsource the manufacture of its lift doors but not the open/closing mechanism because the door itself can be produced to the specification required and the impact on the needs framework is easy to control. A fashion company may decide to centralise its production operations close to its operational headquarters rather than the traditional low cost production centres in China because it can facilitate the high velocity in its design to shop floor objective that the customers demand.Consulting 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
  6. 6. CONSULTING EVENTS ABOUT US RESOURCES STORE Why is this workshop important? These Advanced BPM approaches are a mixture of learnings distilled from the thought leadership of leading global change companies, our own extensive experience delivering change "in the field" and our own in-house research team. Everything that is done is aligned to the latest approaches for delivering change. This is called "Outcome Based Thinking" and is designed to take change thinking to the next level and help an organisation bring their processes, systems, strategy, people and customers into full alignment, focusing the organization its very reason for existing. Through superior alignment, customer experience is significantly improved and operational costs are decreased. We can therefore improve revenue, reduce costs and enhance the quality of service to the customer, all at the same time. Exclusive focus on the Customer – but with an enhanced ability to innovate and uncover new ideas they will never tell you about Every company still in business today positively impacts their customer outcomes to a degree - they would have to, or customers would not be buying. Advanced BPM is built on the philosophy that the more positively a company impacts its Customer Needs Framework (CNF), the greater proportion of available business it is going to win. Applying this thinking will take you to places (i.e. business opportunities) that your competition has never been able to exploit and perhaps never thought about. It leads you to clearly identify and understand the true customer needs (as compared to the wants) and then work to ensure that the entire organization and its processes address those needs, above all else. The Advanced BPM methodology starts from an outside of the organization perspective then Tell a friend moves to the inside to implement effectively aligned processes. Our research indicates that often the best solution to a customers need is different than the customers own Upcoming Webinars perceived solution. That ability to understand customer needs, often better than they do themselves, is what Wed, Apr 24, 2013 distinguishes the great innovators such as Apple and AirTran Airlines from all others. Apple is producing applicationsEnterprise that people never thought they needed, whereas a significant proportion of their competition whom have built whatArchitecture - they believe to be technologically superior mobile phones have had to re-think their approach in the midst of fallingEssentials for revenues and margins. AirTran is close to the era of the free flight ticket and yet enjoy consistent profitability whereasDecision Makers British Airways, although operating more profitably as of late, has gone through possibly the worst business period in Thu, Apr 25, 2013 its history - although more recently it has returned to profitability. If you think about it, an airline is a business whichTips & Traps - is made up of the same commodity components - similar airplanes, customers with roughly the same wants/needs,Architecture driven airports with the ability to offer the same services (if they choose) - yet some operators are flying high and others areIT migration &modernization sinking towards government bailout or bankruptcy. Both AirTran and British Airways will claim customer centricity butroadmap an Outside-In approach better defines the important outcome components that are critical to business success and under this lens it becomes very clear British Airways has been left wanting. Organising to sustain a performance change focus Advanced BPM is more than a series of tools and techniques to view and improve our business. It is a practical thinking approach or a business attitude to be orientated to as much of the business as the practitioner or management requires. If implemented to the greatest degree, a company may design and represent its organisation charts around the customer and the specific outcomes it is looking to create. The approach does not prevent other techniques from being used in analysing or improving our business, but it does ensure that Outcome focus be it customer, operations or wider social agenda is maintained as a central theme even when CEOs, boards and senior managers discuss change. If focus is only maintained at a tools and techniques level they tend to be pigeon-holed into a specific silo and more likely to become forgotten or ignored as the "latest and greatest" ideas for change raises its head. Taking the Complexity out of how we view our business One of the issues that change practitioners face is the underlying complexity of the business we are trying to improve or change. Generally, when we move from high level management representations to process detail, a much more complex picture emerges, which we have usually justified on the basis of "thats just what we do". But if we look at that process again from a different outcome viewpoint then the process appears very different. Advanced BPM shows that the way we traditionally view process is an illusion and prevents us from viewing business in a way to enable significant change. Viewing what we do from the perspective of the outcome enables us to think of performance change
  7. 7. initiatives that would never occur to us if we only study our business inthe traditional manner.How many changes to the way we do business seem obvious once wehave identified what they are and implemented them, but somehow eluded us when we are looking at our businessesas a ‘haystack’ of processes? Developing a methodology we can all applySustained change is best effected if it can be articulated in a way the whole organisation can understand and be partof. Make the tools and approaches complex, using terminology a person needs significant training to understand,means they will be side-lined to a department with the ability to handle that specialisation. Such departmentsmaintain credibility if they are seen to be consistently performing, but as soon as under-performance or failure isperceived, they can be disenfranchised or worse, disappear.The thinking, tools and techniques within Advanced BPM can be applied directly to our own organisations after lessthan a week of training. The terminology used can be adopted, if necessary, across an enterprise although in realitymany will apply the tools and make changes without ever having to be too specific as to the techniques used. Thismay range from the individual improving performance from the context of the remit where they have influence, tosustained change programmes at an organisation level. Change which the whole organisation can relate to, andunderstand, is more likely to succeed than change prescribed by specialists using language we only partiallyunderstand.The world’s most successful organisations are often characterized as those where staff are seen to be driving and feelpart of the business. Giving those staff an understanding of the thinking and techniques that enable change helps turnchange into an opportunity as opposed to a threat.Ultimately any change has to be judged under the measures that directly relate to the business – revenue, cost base,shareholder value, market penetration as well as the softer but still important qualitative measures such as customersatisfaction, market reaction and analyst appraisal. Advanced BPM can impact all of these measures and moreover,do it simultaneously. Alignments that can positively impact the whole organisationAdvanced BPM is designed on the premise if a process or operation does NOT contribute to the Outcome we seek –you don’t do it! On first analysis this may appear difficult to rationalise in a practical sense.For instance, some business areas may not directly ‘touch’ the customer but may seek certain operational outcomes.Unless these non-customer facing departments are tightly aligned to the customer facing areas and ultimately thecustomer, then at best unnecessary tasks and activities will emerge which will increase complexity, cost and thepotential for failure.On the other hand, when they are properly aligned to the customer, huge opportunities to impact businessperformance becomes apparent: An HR department for a software company might change how they reward the sales function to be in alignment to the Customer Needs Framework, so as to encourage active qualification and delivery against real customer needs rather than as is traditionally done, just on contracted revenue, which encourages that non- customer centric behaviour, the drive to get ‘a deal’ which leaves a legacy of problems and reduces follow-on business potential downstream. The finance department with a good understanding of expense run rates may have a trust based process for all expenses within a specified threshold for the sales and delivery teams. The cost of extra expenses would be more than off-set by reduced manual effort and the sales/delivery functions would be left to focus on their core
  8. 8. objectives. A printing company may be able to remove all its print shops and the overhead costs involved, because the customer can now define exactly how he/she wants the delivery to look via a simple downloadable print tool and the Customer Needs Framework says the delivery should come to a place of my choosing when I want – I no longer have to go a specific location to discuss/review/pick-up etc. A lift manufacturer may decide to outsource the manufacture of its lift doors but not the open/closing mechanism because the door itself can be produced to the specification required and the impact on the needs framework is easy to control. A fashion company may decide to centralise its production operations close to its operational headquarters rather than the traditional low cost production centres in China because it can facilitate the high velocity in its design to shop floor objective that the customers demand.Consulting 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

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