Business Process Management - Enabling The Business Drivers


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A challenge for many executives is finding out exactly why the business is not aligned to, or achieving the intended vision and strategies. Culture, resource limitations and broken processes are among the reasons. Business Process Management initiatives give executives a transparent and objective view into business drivers and prioritize them to ensure time and money is being spent on the most valuable efforts. This Power Point demonstrates how meaningful change is possible through objective perspectives.

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Business Process Management - Enabling The Business Drivers

  1. 1. Solving the Right ProblemsExploration into the Business Driver Perspective Virtual Webinar Presentation, Demonstration and Discussion December 14, 2012
  2. 2. Business Leaders Desire Greater “Peace of Mind” Transparency into the Pain Point #1 Direction Why are things not going Pain Point #3 according to the plan? Why are there areaslacking accountability? Peace of Mind Pain Point #2 Why again should this be funded?Copyright 2012 All Rights Reserved 2
  3. 3. “Peace of Mind” in Transparency Across Portfolio Management, Project Delivery and Operations Pain Point #1 Why are things not going according to the plan?Symptoms of the Problem• Multiple strategies and plans, telephone game, leadership changesIntended Benefits of the Business Driver Approach• Insights into gaps/misalignments, shared perspectives, team buildingWhat This Webinar Will Address• How to leverage Business Drivers to align to the strategy and planCopyright 2012 All Rights Reserved 3
  4. 4. Business Drivers Structure Leadership Thinking Around a Common Perspective • Growth through Existing Business Lines Growth & • Expansion of Products and Markets Scalability • Facilitate Customer Satisfaction • Growth through Innovation • Optimize Portfolio of Products and Services Strategic Vision Operational • Increase Transparency Across the Business & Excellence • Optimize Return on Capital Aspirations • Securing the Business Infrastructure • Ensuring the Financial Commitments Performance • Executing the Integrated Business Management • Reducing the Cost to Serve • Reduce Business RiskCopyright 2012 All Rights Reserved 4
  5. 5. Business Drivers Promote Clarity into Organization Priorities Key Questions to Business Driver Weightings Stimulate Discussion 1) What are the “Top 3” and “Bottom 3” business drivers? Why? 2) How do the most pressing priorities align to the strategy? 3) What issues and risks are hindering success? 4) Who owns the decision making process and at what levels? 5) How should success be measured and performance be adjusted?Copyright 2012 All Rights Reserved 5
  6. 6. Business Drivers Sustain Meaningful Leadership Discussion and Debate Business Driver Scoring Matrix Significant Misalignment Minor MisalignmentCopyright 2012 All Rights Reserved 6
  7. 7. “Peace of Mind” through Objective Decision Making Pain Point #2 Why again should this be funded?Symptoms of the Problem• Lots of ideas, political agendas, lack of business cases and prioritiesIntended Benefits of the Business Driver Approach• Single enterprise perspective, bucketed approach, reduced noiseWhat This Webinar Will Address• How to focus energy and investment on the right activitiesCopyright 2012 All Rights Reserved 7
  8. 8. Assessing the “Right Problems” Requires Transparency into All of the OpportunitiesCopyright 2012 All Rights Reserved 8
  9. 9. Investing in the “Right Problems” Requires Decision Objectivity and Removal of NoiseStep 1: Step 2: Step 3:Maintain a Repository of Define a Decision Model Suited Balance Resource and Capitalthe Right Opportunities for the Business Environment Investment on the Priority Opportunities Performance Factor Weightings Driven by Corporate Business Drivers Driver #1 Driver #2 Driver #3 Driver #4 Driver #5 (Weight (Weight (Weight (Weight (Weight 30%) 25%) 25%) 10%) 10%) Registry of Quantifiable / Objective Factors Must Do Assets, Issues and (i.e. ROI) Opportunities 30% 30% 20% 20% Category #1 (i.e. Core) 15% 15% 10% 5% Prioritized Need Category #2 (i.e. Growth) X Qualifiable / Subjective Factors = Ranking To Do (i.e. Customer Satisfaction) of Assets, Category #3 (i.e. Efficiency) 30% 30% 20% 20% Issues and Like Category #4 Opportunities (i.e. Future) 15% 15% 10% 5% To DoStep 4: Sustain a Transparency and Governance throughout the Organizational Portfolio. Copyright 2012 All Rights Reserved 9
  10. 10. “Peace of Mind” in Sustaining Accountable Performance Pain Point #3 Why are there areas lacking accountability?Symptoms of the Problem• Lack of processes, limited accountability, limited metricsIntended Benefits of the Business Driver Approach• Clear guidance, roles and responsibilities, KPIs tied to strategyWhat This Webinar Will Address• How to “Bridge” strategy to performanceCopyright 2012 All Rights Reserved 10
  11. 11. Bridging Strategy to Performance Requires a Process Framework to Sustain SuccessPerspective Methodology Example Content • VisionExecutive • Core Values Business • Guiding PrinciplesLeadership Drivers(Strategic Level) • Growth and Scalability • Operational Excellence Tactical • Performance Management Business ObjectivesSenior • Plan and Evaluate • Procure and PayManagers Enterprise • Build, Move, and Fulfill(Portfolio Level) Business Process Framework • Sell and Service • Enable and Support • Monitor and ImproveDelivery Key Performance • Effectiveness Indicators • EfficiencyManagers • Quality / Compliance(Program Level) Process Performance • Failure Rate • Success Rate Metrics • Satisfaction ScoreProject • Leading vs. Trailing Indicators InformationDelivery Teams • Transactional Information(Operations Level) • Operational Information • Financial Information Copyright 2012 All Rights Reserved 11
  12. 12. Case Study: Strategic Growth Plan Engagement Defining and Validating the Strategic Direction Leadership Executive Strategic Opportunity Direction Workshop Discovery Workshop• Mission / Vision Statement • Validated Driver Weightings• List of Business Drivers • Leadership Realignment• Baseline Driver Weightings • List of Opportunities / Insights Defining and Validating the Business Growth Plan Definition of Prioritization of Opportunities Strategic Buckets Service Offerings According to Business Horizons Must Do Need to Do Like to DoCopyright 2012 All Rights Reserved 12
  13. 13. Case Study: Operational Excellence Task Force Initiative Defining and Validating the Strategic Direction Leadership Executive Strategic Opportunity Direction Workshop Discovery Workshop• List of Business Drivers • Validated Driver Weightings• Baseline Driver Weightings • Leadership Realignment • List of Opportunities / Insights Identifying and Validating Continuous Improvement Enterprise Process Recommendations Prioritized List of Issues Framework and Results • Enterprise Process Framework for Continuous Improvement • Immediate Resolution of Validated “Quick Wins” • Comprehensive Long Term Plan Outlining Business Improvement InitiativesCopyright 2012 All Rights Reserved 13
  14. 14. Closing Thoughts to Consider• When is there ever a good time to initiate “change”?• When is “change” not a new technology, additional resources or a new process?• When does “change” achieve the results from resources already in place?Copyright 2012 All Rights Reserved 14
  15. 15. Thank You for Your Time and InterestFor More Information, Please Contact Us 1.888.511.1243 David Williams Managing Consultant Anup Dashputre BPM Solution Area Leader