Organisation's Excellence Journey through Process Innovation

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Business processes are reflections of organization's DNA. It differentiates one organization from another. Here is a snap shot of an approach to business process management and innovation.

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Organisation's Excellence Journey through Process Innovation

  1. 1. Organization's Excellence Journey Through Process Innovation Perfection is not attainable, but if we chase perfection we can catch excellence - Vince Lombardi Presentation BY : Prashant Y. Joglekar joglekarprashant@gmail.com ; www.twitter.com/ideabound My Blog : http://innovationnukkad.blogspot.com
  2. 2. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Knowledge Management Framework for Process Innovation 7. Summing It All October 23, 2013 2
  3. 3. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Aiding Process Innovation with Knowledge Management Framework 7. Summing It All October 23, 2013 3
  4. 4. What is a Business Process Business Process Implies 1. Organization of Work to achieve a result (Value delivery for the customer & Business) 2. Multiple Steps and Coordination Triggers, Stakeholders, Activities) of People ( 3. An element of design or implementation that renders a business process as distinctive as a competitive asset as “research & development” or “ product development” a “ firm-specific asset”, “ core competence” or “dynamic capability” ( for e.g. TOYOTA Production System) 4. Management as the enabler and sustainer of process advantage October 23, 2013 Source : The New Age of Innovation By CK Prahalad, M.S.Krishnan 4
  5. 5. Process Identification – Verb is The Process Result Acquire New Customer Process Result Acquire New Customer New Customer is Acquired ( Action- Verb Noun) • Discrete • Countable • Essential October 23, 2013 Source : Work Flow Modeling - Alec Sharp 5
  6. 6. Process Identification – No Mushy Verbs Manage Customer Relationship Result Process Manage Customer Relationship ( Mushy Verb – noun ) October 23, 2013 Customer Relationship is Managed • Non- Discrete • Non-Countable • Not an Essential Result Source : Work Flow Modeling - Alec Sharp 6
  7. 7. Essential Components of a Process Triggering Event • Action •Time ( Temporal Event) • Condition Activities Or Steps & Decisions (“Work”) Result Name : Action Verb + Noun Workflow Models will show the flow of work from trigger to result • Product • Service • Information Who Does What, When October 23, 2013 Source : Work Flow Modeling - Alec Sharp 7
  8. 8. Process Terminologies Business Process Element What We Mean By This Process Area Doesn’t Deliver a single Customer Relationship specific result; a set of Management related business processes meeting an overall objective Business Process Delivers specific result /s Acquire New Customer Sub Process One of the sub processes or part of main process delivering a specific result Assess Prospect Financial Status Activity Much too small, is part of a procedure or SOP Calculate Customer Credit Limit or Create Customer Account October 23, 2013 Example Source : Work Flow Modeling - Alec Sharp 8
  9. 9. Process Hierarchy What We Mean By This Example Function Does not deliver a single specific result an organization unit that participates in multiple business process Export Marketing Function System Does not deliver a single specific result; but a system that supports various business processes “ Oracle CRM Process” Technology Does not deliver a single specific result; but a technology employed by multiple business processes “ Our e-business process” Business Process Element October 23, 2013 Source : Work Flow Modeling - Alec Sharp 9
  10. 10. Business Process Classification PROCESS CLASSIFICATION CORE PROCESSES October 23, 2013 MANAGEMENT & SUPPORT PROCESSES Source : APQC Framework ( www.apqc.org) 10
  11. 11. Business Process Classification PROCESS CLASSIFICATION CORE PROCESSES MANAGEMENT & SUPPORT PROCESSES 1. Develop Vision and Strategy 2. Develop and Manage Products / Services 3. Market and Sell Products / Services 4. Deliver Products & Services 5. Manage Customer Services 1. Develop and Manage Human Capital 2. Manage Information Technology 3. Manage Financial Resources 4. Acquire, Construct and Manage Property 5. Manage EHS 6. Manage External Relationships 7. Manage Knowledge, Improvement and Change October 23, 2013 Source : APQC Framework ( www.apqc.org) 11
  12. 12. Business Process Classification PROCESS CLASSIFICATION CORE PROCESSES MANAGEMENT & SUPPORT PROCESSES 1. Develop Vision and Strategy 2. Develop and Manage Products / Services 3. Market and Sell Products / Services 4. Deliver Products & Services 5. Manage Customer Services 1. Develop and Manage Human Capital 2. Manage Information Technology 3. Manage Financial Resources 4. Acquire, Construct and Manage Property 5. Manage EHS ( Environment, Health & Safety) 6. Manage External Relationships 7. Manage Knowledge, Improvement and Change October 23, 2013 Source : APQC Framework ( www.apqc.org) 12
  13. 13. Business Process Classification PROCESS CLASSIFICATION CORE PROCESSES MANAGEMENT & SUPPORT PROCESSES 1. Develop Vision and Strategy 2. Develop and Manage Products / Services 3. Market and Sell Products / Services 4. Deliver Products & Services 5. Manage Customer Services 1. Develop and Manage Human Capital 2. Manage Information Technology 3. Manage Financial Resources 4. Acquire, Construct and Manage Property 5. Manage EHS ( Environment, Health & Safety) 6. Manage External Relationships 7. Manage Knowledge, Improvement and Change October 23, 2013 Source : APQC Framework ( www.apqc.org) 13
  14. 14. Business Process Categorization Process Category Criteria Corporate Functions Centre of Excellence Business Unit / Service Unit / Manufacturing Unit “Criteria Based On Its Intent” Shared Services Centre October 23, 2013 Source : McKinsey & Co. 14
  15. 15. Business Process Categorization Process Category Classification Criteria Corporate Functions Handles overall direction setting and corporate level functions Centre of Excellence Business Unit / Service Unit / Manufacturing Unit Does not require special expertise in any functional area Should be able to check what is being done by Businesses Shared Services Centre Typical Activities include strategy, policy design, administration, HR etc October 23, 2013 Source : McKinsey & Co. 15
  16. 16. Business Process Categorization Process Category Classification Criteria Corporate Functions •Has special expertise in a specific functional area Centre of Excellence Business Unit / Service Unit / Manufacturing Unit Shared Services Centre •If needed, in a position to guide existing BU, new acquisition, tax related matters, insurance •Function is of specialized nature that requires special training & expertise •Performance assessment is primarily on effectiveness rather than efficiency October 23, 2013 Source : McKinsey & Co. 16
  17. 17. Business Process Categorization Process Category Classification Criteria Corporate Functions Need direct control of specific Business Unit Centre of Excellence Business Unit / Service Unit / Manufacturing Unit Need to be in proximity to location of Business Unit Need quick response time or process does not offer scale benefits Shared Services Centre October 23, 2013 Source : McKinsey & Co. 17
  18. 18. Business Process Categorization Process Category Classification Criteria Corporate Functions •High Volume, Low Risk Activities Centre of Excellence •Usually common to multiple businesses Business Unit / Service Unit / Manufacturing Unit •Rule Based- do not require significant application of mind •Can be decoupled from businesses Shared Services Centre •Process is /can be standardized •Have scale benefits either through efficiency gains or discipline gains through strict adherence to SLAs October 23, 2013 Source : McKinsey & Co. 18
  19. 19. Process Enablers MISSION, STRATEGY, GOALS and OBJECTIVES Process Ownership, Objectives & Differentiator DRIVES Culture, Core Competencies and Management Style DRIVES DRIVES BUSINESS PROCESS SUPPORTS SUPPORTS WORKFLOW DESIGN •Change a Way of Doing Things ( INNOVATE) INFORMATION SYSTEMS Applications Data •Actors Information •Steps Decisions Integration •Flow – Sequence, dependency and handoffs October 23, 2013 SUPPORTS SUPPORTS Motivation & Measurement •Employee Assessment and Incentives •“ Reward & Recognition” Process •Process Performance Indicators SUPPORTS Human Resources Capability Development Matching People To Roles And tasks Recruitment, Selection & Placement SUPPORTS Policies & Rules Business Rules Enforced By The Process Internally Set Constraints External Laws & Regulations SUPPORTS Facilities Workplace Layout Equipment & Machinery Furnishings •Training & Development Source : Work Flow Modeling - Alec Sharp 19
  20. 20. Information System Architecture Mission, Strategies, Goals & Objectives Support Business Processes Presentation Services Support Information Systems, Functionality, Data Business Services Data Management Services October 23, 2013 Source : Work Flow Modeling - Alec Sharp 20
  21. 21. Business Focus Process Framework Layers Business Objective Business Process System Focus Presentation Services Business Services Data Management Services October 23, 2013 The mission, strategies, ( Customers / Markets, Products/ Services, differentiators) goals, objectives & measures ( e.g. Key Performance Indicators) for the organization. ( MSGOMission, Strategies, Goals & Objectives The activities business carries out in order to meet its objectives. Includes the actors involved, the sequence of steps they carry out ( workflow) and the results produced A mechanism through which an actor in a business process interacts with a system. Usually a GUI ( Graphic User Interface) & ICT Communication Technologies A “ Service” offered by a System – a specific function includes the business rules and data updates it is responsible for. Requires event analysis, State Transition Analysis Files and databases that provide a system‟s record keeping functions. Determines the things a system “ knows” about and the data that is maintained about those things. Data Models establish the language and basic rules for all other requirements Source : Work Flow Modeling - Alec Sharp PROJECT CHARTER WORKFLOW MODELLING USE CASES SERVICE SPECIFICATIONS DATA MODELLING 21
  22. 22. Business Objective Application Business Process Business Services DATA Process Goals Process Framework Layers Data Management Services Presentation Services October 23, 2013 The Optimum & Appropriate Utilization of Available Facilities PROJECT CHARTER Conference Room Booking “ As-Is” to “ To-Be” Process Migration WORKFLOW MODELLING When Employee Logs on to Portal & looks for the conference rooms For intended schedule Date, Time, Number of People Facilities Requested System displays available conference rooms Matches the Input Requirement with available conf. room / Facilities Available Conference Rooms Facilities Facility Master, Conference Room Master, Employee Master, Visitor Master , Food & Beverage Master USE CASES SERVICE SPECIFICATIONS DATA MODELLING 22
  23. 23. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Knowledge Management Framework for Process Innovation 7. Summing It All October 23, 2013 23
  24. 24. KANO‟s Model of Customer Delight WW !!!!  October 23, 2013 24
  25. 25. Value = SUM of BENEFITS / (COST + HARM) Improvement Metric S- Curve Evolution for any System Retirement Maturity Minimize Cost Maximize Reliability Infancy Maximize Efficiency Maximize Performance Birth Make It Work Properly Make It Work Conception Time October 23, 2013 Hands On Systematic Innovation – Business & Management , IFR Press, UK 25
  26. 26. Value = SUM of BENEFITS / (COST + HARM) System Hits The Fundamental Limit But Targets Keep Moving Up Measured Parameter target Two Options Fundamental Limit of Capability 1) Change the target 2) Change the System Current System Time October 23, 2013 Hands On Systematic Innovation, IFR Press, UK 26
  27. 27. Targets = IDEAL FINAL RESULT • IFR = ∑ Benefits ( Sum of Good Things) --------------------------------------------------------( ∑ Cost + ∑ Harm ) ( Sum of Bad Things) For e.g. IFR for any Business • • • • More of Everything With Less or Zero Resources Revenue = Profit Free, Perfect & Now Happy, Satisfied Stakeholders etc. October 23, 2013 Hands On Systematic Innovation, IFR Press, UK 27
  28. 28. Gap Identification ( Ideality – Reality) Problem ( Opportunity) is nothing but the gap between “What We Want” ( Ideality of Attributes & Functions) and “What We Have” (Reality of Attributes & Functions). “The significant problems we face cannot be solved at the same level of thinking we were at when we created them” Albert Einstein October 23, 2013 Hands On Systematic Innovation, IFR Press, UK 28
  29. 29. All Systems Hit Limit Find Out New Ways of Doing Things i.e. Working Smarter Than Harder October 23, 2013 Hands On Systematic Innovation, IFR Press, UK 29
  30. 30. Value = SUM of BENEFITS / (COST + HARM) Strategies for Achieving Higher Targets Measured Parameter target Fundamental Limit of Capability Getting to the target requires a change to the system -solve a contradiction -use another means -evolve to other trend stages Altered System Current System Time October 23, 2013 Hands On Systematic Innovation, IFR Press, UK 30
  31. 31. S-Curve & Business System Product Value Value IDEALITY = ∑( Benefits) ----------------------------∑( Cost + Harm) Time Process Area Business Model Time Services Core Processes DELIVERS Support Processes REQUIRES Sub Processes Activities October 23, 2013 Hands On Systematic Innovation, IFR Press, UK 31
  32. 32. EXCELLENCE Value = SUM of BENEFITS / (COST + HARM) System Evolution To Ideality A New Contradiction Emerges Optimization Contradiction Emerges Innovation … and is resolved Optimization 2nd GEN TIME 1st GEN October 23, 2013 Hands On Systematic Innovation, IFR Press, UK 32
  33. 33. Creating Next Practices Excellence is all about “ Next Practices” Than about “Best Practices” C.K.Prahalad October 23, 2013 33
  34. 34. Next Practices Require New Thinking…… Convention („Common Sense‟) Innovation ( Excellence) Requirement Optimum Ideal Satisficing Always looking for more Look for similarity Look for anomaly Incremental Step-change Logical Break logic to find new logic Aim for stability Stability kills Reduce Variation Variation is Necessary When N=1, R = G My problem is unique Someone, already solved EITHER/OR BOTH/AND October 23, 2013 Systematic (Software) Innovation, IFR Press, UK 34
  35. 35. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Knowledge Management Framework for Process Innovation 7. Summing It All October 23, 2013 35
  36. 36. Process Innovation – Where Do We Start BUSINESS NEED October 23, 2013 PROCESS INNOVATION 36
  37. 37. Link and Align The Organization Around Its Strategy October 23, 2013 Source : Robert Kaplan Presentation on Balance Score Card 37
  38. 38. The Balance Score Card With Strategy Map October 23, 2013 Source : Robert Kaplan Presentation on Balance Score Card 38
  39. 39. Cascading and Aligning Individual Goals to Corporate Strategy October 23, 2013 Source : Robert Kaplan Presentation on Balance Score Card 39
  40. 40. Process for “ Process Innovation” 1) Establish process context, scope and goals October 23, 2013 40
  41. 41. Process for “ Process Innovation” Establish process context, scope and goals with the Process Owner 1. Select the Process Category for improvement based on priority & its relevance with strategic goals 2. Identify Key Processes within the Category , their Performance Indicators , alignment with the strategic goals & gap, if any at present 3. Develop end to end view of the selected process and Identify related processes , trigger, events , results for each stake holder 4. Identify the process actors, customers, IT systems, Context & mechanisms 5. Define Perfect outcome for the process ( IFR for each Customer Attribute, Function Objective & Subjective) October 23, 2013 Source : Work Flow Modeling - Alec Sharp 41
  42. 42. Process for “ Process Innovation” 1) Establish process context, scope and goals 2) Understand AS-IS process, workflow, system and other enablers October 23, 2013 42
  43. 43. Process for “ Process Innovation” Understand AS-IS process, workflow, system and other enablers 1. Organize Workshops with the actors, customers, sponsors, & with external stakeholders wherever they are involved 2. Review Scope, Goals, Issues with the process 3. Build as is swim lane process map ( process + current IT System) 4. Ask 6 questions to ensure coverage What ( Activity) Who ( Actors), When ( Trigger & Its Timing ) How ( Way of Doing Things, Mechanisms) , Where ( IT Systems) Why ( Objective Behind What is Being Done) 5. Evolutionary Potential Mapping & Developing Functional Thinking about the process & elements 6. Listing down things stopping us & contradictions associated with it October 23, 2013 Source : Work Flow Modeling - Alec Sharp 43
  44. 44. Process for “ Process Innovation” 1) Establish process context, scope and goals 2) Understand AS-IS process, workflow, system and other enablers 3) Define “ TO BE” process characteristics and requirements October 23, 2013 44
  45. 45. Process for “ Process Innovation” Define “ TO BE” process characteristics and requirements 1. Final Assessment of AS-IS process by enabler 2. Decide on Approach To Be Taken w.r.t. “ As-Is” ( Abandon, outsource, leave asis., Improve or redesign) 3. IDEA Generation Session , creating IDEA parking lot 4. Idea Screening 5. Joint Assessment of improvement ideas by the enablers 6. Lay Out To Be Work Flow ( Handoff Level First) 7. IT, Non _IT Action Plan , Mile stones, Responsibility, Target Roll Out Date October 23, 2013 Source : Work Flow Modeling - Alec Sharp 45
  46. 46. Process for “ Process Innovation” 1) Establish process context, scope and goals 2) Understand AS-IS process, workflow, system and other enablers 4) Implementation & Roll Out 3) Define “ TO BE” process characteristics and requirements October 23, 2013 46
  47. 47. Process for “ Process Innovation” Implementation & Roll Out 1. Making a change proposal for system changes 2. Approval of the proposal by the user on Cost, Operational, Access, Control etc aspects 3. Actual Development of the new system 4. Change in Working Practices, Re-Training of Workforce on new stystem wherever applicable 5. User Acceptance 6. Implementation & Roll Out of Process and Dashboards 7. Documentation of New System ( Process SOPs ) October 23, 2013 Source : Work Flow Modeling - Alec Sharp 47
  48. 48. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Knowledge Management Framework for Process Innovation 7. Summing It All October 23, 2013 48
  49. 49. Common Themes of Process Excellence Sr. No, Common Re-engineering Themes 01 Several Jobs are combined into one 02 Workers Make Decisions 03 The Steps In The Process Are Performed In Natural Order 04 Processes Have Multiple Versions ( N=1, R = G) 05 Work is Performed Where It Makes Most Sense 06 Checks & Controls Are Reduced 07 Reconciliation is minimized 08 A Case Manager Provides a Single Point of Contact 09 Hybrid Centralized - decentralized Operations are Prevalent October 23, 2013 Source : " Re-engineering The Corporation" Michael Hammer, James Champy 49
  50. 50. IT “Rules” Sr. No. Old Rule Disruptive Technology New Rule 01 Information can appear in only place at one time Shared Databases Information can appear simultaneously in as many places as it is needed 02 Only Experts Can Perform The Complex Work Expert Systems A generalist can do the work of an expert 03 Business must Choose Between Centralization and Decentralization Telecommunication Networks Businesses can simultaneously reap the benefits of Centralization and Decentralization October 23, 2013 Source : " Re-engineering The Corporation" Michael Hammer, James Champy 50
  51. 51. IT “Rules” Sr. No. Old Rule Disruptive Technology New Rule 04 Managers Make All Decisions Decision Support Tools ( Database Access, Modeling Software) Decision Making is part of everyone's job 05 Field Personnel need offices where they can receive, store, retrieve & transmit information Wireless Data Communication and Portable Computers Field Personnel can send & receive information wherever they are 06 The Best Contact with a Interactive Video potential buyer is Disk personal contact The Best contact with a potential buyer is effective contact 07 You have to find out where things are Things Tell You Where They Are October 23, 2013 Automatic Identification and Tracking Technology Source : " Re-engineering The Corporation" Michael Hammer, James Champy 51
  52. 52. IT “Rules” Sr. No. Old Rule Disruptive Technology New Rule 08 Plans Get Revised Periodically High Performance Computing Plans Get Revised Instantaneously October 23, 2013 Source : " Re-engineering The Corporation" Michael Hammer, James Champy 52
  53. 53. Cultural Change Sr. No, Cultural Change 01 Work Unit Change- From Functional Departments to Process Teams 02 Jobs Change From Simple Task To Multidimensional Work 03 People's Role Change - From Controlled To Empowered 04 05 Job Preparation Changes From Training to Education Focus of Performance Measures and Compensation Shifts from Activity to Results 06 Value Change from Protective to Productive 07 Managers Change from Supervisors To Coaches 08 Organizational Structures Change from Hierarchical To Flat 09 Executives Change from Scorekeepers to Leaders October 23, 2013 Source : " Re-engineering The Corporation" Michael Hammer, James Champy 53
  54. 54. Next Practices October 23, 2013 Source : The Future of Management - Gary Hamel, Harvard Business School Press 54
  55. 55. Companions of Process Innovation Systematic Innovation – Technical Breaking Psychological Inertia October 23, 2013 Systematic Innovation – Business & Management Latest Research On Contradictions Systematic Innovation – Software trenDNA – Understanding Populations Better Than They Understand Themselves Source : www.systematic-innovation.com 55
  56. 56. October 23, 2013 56
  57. 57. Systematic Innovation Cycle Generic problem set Generic solution set My Problem My Solution October 23, 2013 Source : Hands On Systematic Innovation, Darrell Mann, IFR Press, U.K. 57
  58. 58. Tool Map Problem Definition Divergent Convergent Ideal Final Result / Attribute Function & Attribute Analysis Resources Evoplot Analysis Why & What‟s Stopping Analysis Size- Time-Interface-Cost QFD Spiral Dynamics S-Field Analysis Smart-Little People S-Curve Analysis Subversion Analysis Constraint Mapping Root Cause Analysis Root Contradiction Analysis Root Contradictions Contradiction Matrix Perception Mapping Omega Life Views Red Team Analysis Kepner-Tregoe October 23, 2013 Solution Generation Divergent Inventive Standards Inventive Principles Trends Trimming De-BONO SCAMPER Oblique Strategies Convergent Multi Criteria Decision Analysis Function Data Base Patent Data Base Source : Systematic ( Software) Innovation, IFR Press UK 58
  59. 59. Systematic Innovation Overall Map October 23, 2013 Source : Systematic ( Software) Innovation, IFR Press UK 59
  60. 60. Process Excellence – IT Support Tools Matrix + is a conflict resolution software tool used to solve situations which usually hinders the discovery of breakthrough innovative solutions Evpot+ is a software tool used to plot evolution potential radar graphs and contains a database of numerous examples of evaluation potential trends uncovered by Systematic Innovation researchers. This tool will help predict the direction where your product or service should evolve to. PercepMap + helps to deal with “fuzzy” human problems and complex situations where innovation is hindered by perceptions from all the parties involved in the innovation process. October 23, 2013 Source : www.systematic-innovation.com 60
  61. 61. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Knowledge Management Framework for Process Innovation 7. Summing It All October 23, 2013 61
  62. 62. Organization Structure CEO Innovation Head Develop, Vision & Strategy CEO of Business Verticals Develop, Man age, Product Services October 23, 2013 Market, Sell, Products & Services Deliver Product & Services IT ( Solution Provider) Manage Customer Service Support Processes 62
  63. 63. Organization Structure & Working Relationship Across Business Business HEAD Business Vertical Innovation Champion Innovation Champion ( Business) Develop, Vision & Strategy Innovation Champion ( Business) Develop, Manage, Product Services Innovation eam October 23, 2013 Innovation Champion ( Business) s) Innovation Champion ( Business) ) Innovation Champion ( Business) ) Deliver Product & Services Market, Sell Products & Services Manage Customer Service IT Head of Business Verticals I Innovation Champion ( Business) s) Support Services IT Solution Provider 63
  64. 64. Process Innovation GRID ( Core Processes) Business Verticals or SBUs IT Organization Develop, Vision & Strategy ( P1) Develop and Manage Products & Services ( P2) Market and Sell Products & Services ( P3) Deliver Products & Services ( P4) Manage Customer Service ( P 5) Central Innovation Team October 23, 2013 64
  65. 65. Process Innovation GRID ( Support Processes) CIO Organization Business Verticals or SBUs Develop & Manage Human Capital (P6) Manage Information Technology ( P7) Manage Financial Resources ( P8) Acquire, Construct & Manage Property ( P9) Manage Environmental Health and Safety ( P10 with P4) Manage External Relationships ( P11) Manage Knowledge, Improvement & Change ( P12) Process Innovation Organization October 23, 2013 65
  66. 66. Process Innovation Propagation Across Organization 1) Demonstrate & Deliver The Results in Chosen Processes ( Central Innovation Team) 5) Processes are continuously improved in response to changing business needs 2) Evolve & Institutionalize Process Innovation Process Through Case Studies 3) Train & Develop “Process Innovation Champions” Across Verticals 4) Create Common Language of Excellence & Knowledge Sharing Across Disciplines & Business Verticals for Process Innovation October 23, 2013 66
  67. 67. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Knowledge Management Framework for Process Innovation 7. Summing It All October 23, 2013 67
  68. 68. Elements of Knowledge Management Framework Business Verticals or SBUs Contradiction Matrix & Inventive Solution ( “Matrix +” Suite) Functional Data Bases (http://function.creax.com/) Evolutionary Potential for Systems ( Technical, Business, Software) ( EVOPlot +) Resource Data Base ( Resource Category wise For e.g. Free / Low Cost Resources, Human Resources, Smart Resources etc) Systematic Innovation TOOL KIT Mapping Knowledge Networks ( www.orgnet.com ) October 23, 2013 68
  69. 69. Company Wide Contradiction Matrix & Inventive Solutions October 23, 2013 Source : TRIZ as a local & global knowledge framework, Darrell Mann, J. Hey 69
  70. 70. Storing the Knowledge with Evolutionary Potential October 23, 2013 Source : Knowledge Transfer Framework, Darrell Mann 70
  71. 71. Knowledge Collaboration October 23, 2013 Source : Set Lab Briefings, Infosys Research, Vol 7, No. 5, 2009 71
  72. 72. Process Innovation - Knowledge Sharing October 23, 2013 Source : Set Lab Briefings, Infosys Research, Vol 7, No. 5, 2009 72
  73. 73. Presentation Flow 1. Overview of Process Management 2. S- Curves & Systems Evolution –Holistic View of Process Management 3. Process Innovation Approach 4. Process Innovation Best Practices & Next Practices 5. Organization Structure for Deployment 6. Knowledge Management Framework for Process Innovation 7. Summing It All October 23, 2013 73
  74. 74. Process Maturity Destination October 23, 2013 74
  75. 75. Process Innovation Success Criteria • Processes Become Next Practices • Become Competitive Asset for the Company ( Like Toyota Production System) • Intended Performance Targets are surpassed • All processes are being managed by “ designed governance structure” • All “ To Be” business processes & policies are documented • The Processes become benchmark for others • All KPIs for each function are in line with SLAs & OLAs • All Dashboards are operational • 100 % IT enablement October 23, 2013 75
  76. 76. Summing it Up… Innovate to EXCEL… YES, DO IT Define “Ideal Attributes ” for a customer value ( Perfection) IT Changes Is it Possible To Attain Defined Excellence Target YES, But NO, Why No ?? NON - IT Changes Use Process Innovation Method TM NON - IT Changes October 23, 2013 IT Changes 76
  77. 77. Tracking Progress - Project Management Process Enabler Issue As - Is Suggested Improvements “To Be” IT Proposed Benefits Resp Target Date Non - IT Business Process & Workflow Design Information Systems Motivation & Measurement Human Resources Policies & Rules Facilities October 23, 2013 77
  78. 78. Thank You For Your Time “let’s begin……………………………….. “With an end in Mind” Steven Covey October 23, 2013 78

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