Mission and Objectives of the Process Improvement Board (PIB)

1. Promoting Operational Excellence
In European Enterprise

2. The Process Improvement Board (PIB)
The PIB mission is:
To increase the competitiveness of enterprise today by promoting
methodologies and technologies that can drastically increase it’s
productivity
Promoting operational excellence and contributing to the
advancement of BPI and management disciplines
Serve as a point of collaboration and promoting synergies between
different “process improvement” stakeholders in the market.
Create an industry body able to bypass traditional business enablers
(analyst firms, IT led marketing events, etc)

3. The Process Improvement Board (PIB)
The Process Improvement Board is a not‐for‐profit,
advisory entity
Help Enterprise to increase their levels of operational
excellence and business agility, reducing costs and
increasing efficiency. The PIB achieves this by promoting
the mainstream adoption of proven “business process
improvement” methodologies and new technologies.

4. Overview

5. Executive Summary
Appetite for process improvement is strong in organizations
of all sizes, across all industry sectors, all over the world.
Companies want to get better at doing things, do it cheaper
and do it faster, and diverse methodologies have
emerged to satisfy those requirements; Lean, Six Sigma,
CMMI, ITIL and others have gained much momentum.

6. Executive Summary
Process improvement consultants work to promote and
champion operational/process improvement, they
conduct business transformation, operational excellence
(strategic) programs, which result on radical changes in
the way companies operate. Value is realized by clients
in this way.

7. Executive Summary
However the biggest challenge
companies report today is lack
of adoption and compliance.
After the consultant leaves
compliance drops significantly.
As a result, confidence in the
discipline has started to erode.
Gartner reports that
professional services revenues
in process improvement have
reduced significantly.

8. Executive Summary
Experts agree that the next stage to
promote adoption in process
improvement is ensuring alignment
between; people, systems, processes
and tracking performance indicators Sweet
(keeping those processes related to the Spot
company strategy)
However, when traditional IT service
providers (systems integrators) start to We are
work with business leaders to attempt Here
to align and respond to their ever
business requirements, they respond by
providing rigid enterprise applications
which are built to last, not to change.

9. Executive Summary
This has led to the emergence of a new type of technology
called “BPMS” (business process management suites)
which is designed to meet the requirements of the
various business process improvement (BPI)
methodologies. It comprises software tools that allow for
fast development of applications based on processes
that can be configured –and changed‐ by business
people, with little involvement from IT

10. Executive Summary
The concept is attractive and the (tier 1, tier 2) market is
already showing significant interest on it, however, the
discipline is currently driven mostly by vendors and large
system integrators. There are at least 300 different pure
play software vendors and thousands of Process
Improvement freelance practitioners in this industry.
However most BPM practitioners are trained by the
larger vendors and have a distinct IT background.

11. Executive Summary
This is why, paradoxically, most BPI projects in tier 1
organizations, remain long, expensive and relatively
unknown to business leaders. (since the market
incentives are aligned similarly to those of traditional
enterprise applications, the sales cycle is mostly IT led,
and professional services firms acting as partners are
motivated to longer engagements to maximize their
revenues) consequently the discipline hasn’t been fully
adopted yet, and the benefits are slipping though.

12. Executive Summary
The challenge remains
BPM is today wrongly considered an IT discipline and
continues to be –in most enterprises‐ the responsibility
of the CIO.
Most remarkably, BPM remains largely unknown to process
improvement consultants, academics and business
leaders. The very same people that can fully take
advantage of this approach.

13. The Structure

14. PIB: structure
Membership to the PIB is exclusive, free of charge and by
invitation only.
Academic Leaders: Top universities & executive MBAs programs and
their heads of faculties
Business leaders: individuals with a notorious profile in their fields,
with a keen interest in process improvement.
Process Improvement Experts: Senior Level Practitioners in business
disciplines pointing towards process improvement (Director level in
consultancies focusing in Six Sigma, Lean & BPM) etc.
Government/Industry/Media/Press Representatives:
complementary technologies working together.
Technology Leaders: complementary technologies working together.

15. PIB: internal structure
The PIB offers various benefits to its members beyond just
promoting their thought leadership (and their
organizations).
Openly Collaborative by nature
Institutionalized and transparent model.
Conflicting interests to be kept to a minimal between members, in
order to avoid noise & opposing messages.
Access to peer networking & best practices
Active in Business Communities, attendance to events: Forrester,
Gartner, OVUM, Thinklondon, IQPC, BCS, IoD, etc.

16. PIB: Business Model
The PIB will be cooperative by nature, depending on its level
of adoption, the PIB may certify partners, or conduct
training , workshops or events, raising revenues to
continue to fulfil its purpose.
The PIB is committed to support European business, so any
proceeds from its activity would be dedicated to support
the growth of related businesses in Europe.

17. Membership

18. New members
Invitations are submitted quarterly by the Board of Trustees,
to various leaders fitting the PIB’s criteria.
New nominations or applications can be submitted to the
PIB review committee via the website.

19. Conclusions

20. Key points
Business Process Improvement as a discipline is a great
opportunity for European Enterprise to improve and innovate.
The PIB’s Mission is to increase quality and competitiveness
levels of European enterprise in local and international
markets by promoting methodologies and technologies that
can drastically increase it’s productivity
The PIB’s main audience is Business Leaders, not IT leaders.
The PIB Serves as a point of collaboration promoting its own
thought leadership and encouraging synergies between
different “process improvement” stakeholders in the market.

21. Promoting Operational Excellence
In European Enterprise