The document outlines a four-day course on process redesign, emphasizing the development of enterprise process models, governance, and strategic planning. It describes the roles of process owners, the importance of customer experience, and key mistakes to avoid in process modeling. Additionally, it addresses team recruitment for redesign initiatives and strategies for improvement and performance measurement.

1. ©2013
Hammer
and
Company.
All
rights
reserved.
Steve
Stanton
Webinar:
October
10,
2013
Process
Redesign
A
Four-­‐day
Course
for
Process
Sponsors,
Teams,
And
Consultants

2. 1
©2013
Hammer
and
Company.
All
rights
reserved.
A
Process
for
Process
Redesign
• Develop
enterprise
process model
• Appoint process
owner and
establish
governance
• Formulate process
strategy and
measures
• Draft charter and
recruit team
members
Mobilization
• Bound and scope
the process
• Observe customer
experience
• Understand
the current
process
• Identify gaps and
opportunities
• Establish
performance
targets and
dependencies
• Review design
principles and
apply patterns
• Determine IT
capability required
to support future
state
• Build out
dimensions and
dependencies
• Develop
measurement
architecture
• Develop business
case
• Develop release
plan and
implementation
roadmap
• Design and
conduct lab
prototype
• Design and
conduct pilots
• Roll out initial
release
• Recruit and orient
teams
• Engage
stakeholders
Diagnosis Redesign Transition
Change
Management

3. 2
©2013
Hammer
and
Company.
All
rights
reserved.
Process
Model
Establishes
the
Landscape
Core
Process
Core
Process
Core
Process
Suppliers Customers
Enabling Processes
Governing Processes

4. 3
©2013
Hammer
and
Company.
All
rights
reserved.
The
Art
of
Process
Modeling:
Mistakes
To
Avoid
• Relabeling
funcIons
as
processes
• Taking
an
introspecIve
point
of
view
• Failing
to
specify
inputs
and
outputs
• Drawing
boxes
first
• Using
mealy-­‐mouthed
names
• Diverging
from
the
business
strategy
• ExpecIng
to
get
it
right
immediately
• Assuming
the
model
will
stand
on
its
own

5. 4
©2013
Hammer
and
Company.
All
rights
reserved.
Process
Owner
Drives
Consistency
and
Results
Across
Boundaries
Acquire and
Maintain
Customers
Clear
Lines
Deliver
Products
and Services
Calculate, Bill
and Collect
Northwest
Northern
Central
Southern
Region
Process

6. 5
©2013
Hammer
and
Company.
All
rights
reserved.
The
Art
of
Process
Ownership:
A
CombinaDon
Of
Clout
and
Influence
Design
owns
the
end-­‐to-­‐end
business
process
design
Customer
advocates
for
the
customer
Performance
understands
current
performance
vs.
desired
performance
Strategy
creates
vision
for
the
process
and
sells
the
journey
map
Resources
allocates
resources
to
execute
the
process
plan
Capability
provides
the
tools
for
people
to
be
successful
ROI
manages
the
process
as
an
asset
and
maximizes
the
return
on
the
company’s
investment

7. 6
©2013
Hammer
and
Company.
All
rights
reserved.
Process
Strategy
Answers
Fundamental
QuesDons
• Where
are
we
now?
• Where
do
we
need
to
be?
• What’s
the
performance
gap?
• How
do
we
intend
to
close
it?

8. 7
©2013
Hammer
and
Company.
All
rights
reserved.
The
Art
of
Process
Strategy:
Disciplined
Pursuit
of
PerfecDon
Determine key
success factors
Develop improvement plan
Find and fix
execution
problem
Improve
design
Modify
design
Replace
design
Measure results
GAP
Set new
performance
target
Understand
process
performance
Scan customers,
competitors,
ecosystem
Ensure process compliance
Design, document, and implement process

9. 8
©2013
Hammer
and
Company.
All
rights
reserved.
Redesign
Team
Does
the
Heavy
LiNing
Technical
Back Office Region
Product
Suppliers
HR
Production
Financial
Insiders & Outsiders
Dedicated & Capable
5 – 8 Total
Committed Players
Field
Legal
Regulatory
Sales

10. 9
©2013
Hammer
and
Company.
All
rights
reserved.
The
Art
of
RecruiDng
a
Redesign
Team
Finding
them
5
–
20%
are
candidates
GePng
them
to
join
lowering
disincenIves
by
minimizing
downside
addressing
career
concerns
the
value
of
financial
incenIves:
upside
potenIal
personal
recruiIng
by
the
leader
to
overcome
skepIcism
appealing
to
idealism
if
this
doesn’t
excite
them,
we
don’t
want
them
GePng
the
organizaDon
to
let
them
go
the
need
for
execuIve
intervenIon
GePng
them
to
go
back
“I
was
born
to
do
this”
Acquiring, affording, aftermath