The document provides information about siloing in business and defines it as non-communication between departments, incompatible goal setting, inter-company snobbery, or outright hostility within an organization. It notes that siloing refers to the sealed-off nature of silos rather than their utility for storing grain, and at its most extreme can lead to destructive competition among groups within a company while enabling the abuse of agricultural metaphors. An example of siloing given is "There’s so much siloing among our divisions, we’ll need to hire bodyguards for the company picnic."

1. Siloing ’si-lo-ng gerund [From Latin sirus a
pit for storing grain.] 1: Storing grain. 2: In
Tourism, a form of magnetism by which
cameras are positively attracted to agricultural
buildings. 3: In business, non-communication
between departments, incompatible goal
setting, inter-company snobbery, or out-right
hostility. USAGE: The term refers to the sealed-
off nature of silos rather than to their utility in
storing tomorrow’s breakfast cereal. At its most
extreme, siloing in the workplace leads to
Description of Consulting Services
destructive competition among nominal allies
while providing an opportunity to abuse
agricultural metaphors.
Improve Business Results
2012
Example “There’s so much siloing among our
divisions, we’ll need to hire bodyguards for the
company picnic.”

2. Description of Services Project Based to Directly Improve Business Results
FOCUS DEFINITION RESOURCES CLIENT SUCCESSES
Transformational > Apply process design skills, > Sponsor: President, COO, or > New strategy increased revenue
TRANSFORMATIONAL > 15%+ Improvement techniques, and analysis (e.g., Senior Executive by 40%
IMPROVEMENT IN > Significant impact on strategic
current state assessment, best > Typical Core team of 4-8 > Reengineered plant maintenance
practices, customer assessment, > 50%-75% time commitment for process saved $50MM annually
BUSINESS RESULTS goals
future state design) to 2-4 months > Shift to call/click from come-in
> Change impact high
fundamentally and radically > Customer Advisory Team & saved $45MM annually
> Customer resource investment is
redesign business processes for access to Subject Matter Experts > Procurement process
high
dramatic leaps in performance reengineering saved $100MM in
five years
Incremental Improvement > Applies when scope and > Sponsor: Executive or Senior > Reengineered IT Division in a
CONTINUOUS > 5% -10% Improvement deliverables are smaller scale Manager financial services company and
IMPROVEMENT IN > Change impact medium than transformational > Typical Core team of 2-4 saved $20MM annually
> Balances resource investment, improvement > 20% time commitment for 1 – 2 > Supplier rationalization in
BUSINESS RESULTS forestry products saved $36MM
customer needs, and project > Sub-process primarily within months
outcomes responsibility of sponsor > Access to Subject Matter Experts annually
> Low technology impact
“Low-Hanging Fruit” > Facilitated workshops > Sponsor: Executive > Standardized processes in
QUICK HITS > Reduce bureaucracy, remove > Planning Workshop 1 day multiple call center environment
> <1% Improvement, employee
empowerment roadblocks that interfere with > Workshop 1 – 2 days > Reduced number of approvals
> Change impact low employees getting work > Implementation, as approved required for supplier invoices
> Implemented in < 90 days completed, and improve > Moved authority to front-line
performance sales employees
Discovery > Use the Process and Enterprise > Sponsor: Executive or Senior > Developed journey for a
PERFORMANCE > Develop a roadmap to reduce Maturity Model (PEMM™) to Manager chemical services company
cost, reduce cycle time, improve identify opportunities to improve > Based on client needs can to improve operating
IMPROVEMENT quality, and/or improve customer the performance of client work facilitate workshops, conduct performance
ASSESSMENT satisfaction processes interviews of key stakeholders, > Roadmap for a talent
> Facilitated approach to quickly - Assess 5 critical enablers of a high or conduct on-line assessments acquisition process
identify gaps and set direction performing process: design, > Not necessary to mobilize a > Journey to improve the
PEMM is Trademark of Hammer and Company metrics, performers, ownership & team for this service operating performance of a
infrastructure P&C insurance company
Based on Customer Needs > Use large tool kit (e.g., problem > Sponsor: Executive or Senior > Best practice research
DEEP DIVE: COACH solving, project, organizational, Manager > Change management plan
> Improve business performance
CLIENTS TO SOLVE to meet or exceed enterprise change, process design, and > Based on client needs can > Metrics design and
SPECIFIC PROBLEMS strategies measurement skills) to support a provide heavy support to lead implementation
> Provide the “how” to specific business need full teams, medium support to > Business case development
OR RESOLVE GAPS > Process documentation
understand issues, develop facilitate workshops, or low
plans, and implement solutions support by providing advice, > RACI design and
to get results tools or review implementation
> Strategy development
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | billmcdan@gmail.com
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3. Description of Services Enterprise Capabilities to Sustain Improved Results
FOCUS DEFINITION RESOURCES DELIVERABLES
> Prepare leaders to understand > Establish necessary leadership > Sponsor: President, COO, or > Senior executive alignment
LEADERSHIP the potential of process to awareness of process concepts, Senior Executive > Develop Business Case for
improve business performance alignment of executives, and > Chief Process Officer or Change
and their role in leading and personal actions to successfully equivalent > Senior executive engagement
sustaining change improve and sustain business > Process Consultants > Align with strategic plan
results > Not necessary to mobilize a > Coach senior executives to
team for this service successfully avoid the pitfalls
and potholes in the process
journey
> Improve the expertise and skills > The quantity and number of > Sponsor: Chief Process Officer > Develop training programs for
EXPERTISE of people working in a process people with process knowledge or equivalent leaders, process consultants
managed company > Maturity of the methodology a > Process Consultants and process workers
client employs in its process work > Access to Subject Matter Experts > Conduct training programs
> Develop a roadmap for
improving enterprise process
expertise maturity
> Improve the processes through > Establish enterprise decision- > Sponsor: President, COO, or > Facilitate development of
GOVERNANCE which the work of the enterprise making framework Senior Executive enterprise process model
is directed and controlled to > Align develop strategy, translates > Chief Process Officer or > Coach clients to launch a
ensure success strategy into operating equivalent Process Council and reach
objectives, allocate resources, > Process Consultants steady state performance
manage execution and risk > Client may want to mobilize a > Improve governance maturity
mgmt into an end-to-end process team
> Improve the willingness of all > The extent which companies > Sponsor: Executive > Develop change
CULTURE employees in the enterprise to focus on customers, use team > Chief Process Officer or management roadmap
experience the change that is based approaches to implement equivalent > Implement RACI tools to
coming improvement projects, coach > Process Consultants improve accountability and
employee’s on cross-functional > Access to Subject Matter align with compensation
change, and orientation toward Experts plans
personal responsibility > Client may want to mobilize a > Enterprise commitment
team
> Develop roadmap to improve > Use the Process and Enterprise > Sponsor: Chief Process Officer > Readiness assessments
CAPABILITIES enterprise process capabilities Maturity Model (PEMM™) to or equivalent > Integrated roadmap to
IMPROVEMENT > Facilitate approach to quickly identify opportunities to improve > Process Consultants improve enterprise process
ASSESSMENT identify gaps and set direction client success in implementing > Not necessary to mobilize a team maturity
and sustaining process initiatives for this service > Current state assessment
- Tools based on four critical > Future state planning
PEMM is Trademark of Hammer and Company
enablers: leadership, expertise, > Align roadmap with
governance and culture
enterprise strategic plan
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | billmcdan@gmail.com
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4. Disciplined team leader
Keys to Cat herding skills
Bill McDaniel’s
Hitting the ground running
Project The tyranny of the calendar
Success Working backwards
From required products
Division of labor
Sharing the burden
Focused group sessions
Targeted discussions, grounded in
pre-work
Realism
Regarding people’s capabilities
Source: Dr. Michael Hammer’s description of Bill McDaniel’s success at leading
executives in research teams for the Hammer and Company Phoenix Consortium.
Presented at the Phoenix Consortium Workshop in Phoenix, Arizona.
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | billmcdan@gmail.com
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5. Recommendations
Carl Hensman, Ph.D.
Program Officer, Bill and Melinda Gate Foundation
“Bill came into a extremely challenging, convoluted, emotional environment and through patience, training and encouragement, changed the
fundamental way that the company did business for the better. My current style of management uses nearly every tool and technique that Bill taught
me. Everyone needs to spend time with Bill.”
Mike Garzone
Procurement Executive, The United Illuminating Company
“I would highly recommend Bill who brings deep procurement knowledge to help identify process improvements, set a path to best practice and deliver
desired results. He works well with all levels of management or staff, and was successful in leading cross functional teams to implement corrective
action. Bill is able to quickly get to core issues, and you can have confidence that he will lead your teams to desired results in effective and efficient
manner. These projects can be difficult in many ways, Bill was dedicated, persevering and made it fun.”
Greg Tucker
SVP Business Transformation, Copart
“Bill is a master of Process Improvement and Transformation and has delivered significant and measureable results from dozens of process
improvement efforts. He has done an outstanding job of building an organization of skilled and motivated consultants that are routinely called upon by
Senior Management to lead the most complex change efforts. He has led the introduction of GE's Work-Out and CAP (Change Acceleration Process) to
the organization to drive faster and more committed change in partnership with business leaders. Bill has also led the thought leadership of many
Process Management topics in partnership with the late Dr. Michael Hammer. He is a great leader of change, a well respected people manager and
innovative colleague at pushing the envelope of process thinking. I fully recommend Bill and look forward to the next time we get to work together.”
Martha Batorski
President & CEO, Batorski Stephens & Associates, Inc.
“I teamed with Bill McDaniel and Dr. Michael Hammer to develop the Process and Enterprise Maturity Model (PEMM). The resulting work was
subsequently published in the Harvard Business Review in 2007. Bill's abilities are both impressive and unique. Impressive because Bill possesses, --
as an innovator in designing and implementing best practices -- a demonstrated history of successes in operationalizing proven approaches in
organizations . Unique because Bill also possesses extraordinary abilities in the skill of visual sensemaking -- the art of simplifying the complex. This
ability has allowed Bill to directly impact the enhancement of messages needed to move minds in organizational change, thereby impacting the speed
of adoption. Few executives I have ever met possess these much needed skills.”
Dorothea Brennan
Director Process Improvement, The United Illuminating Company
“I worked with Bill over a number of years on process related projects for the Phoenix Research group of Hammer and Company. I found Bill to be an
extraordinary facilitator. Our groups consisted of a wide diversity of companies, backgrounds and skills. Often Bill was facilitating virtual meetings. I
marveled at his skill in making sure everyone was heard and in summarizing the material to keep the group focused and on track. Bill would follow-up
with PowerPoint slides that were excellent. We were working on complex conceptual information and Bill was able to provide visual materials that made
it easy to convey the team's work product to the broader membership.”
McDaniel Consulting | 1510 Litina Dr., Suite A | Alamo, CA 94507 | 925.765.2786 | billmcdan@gmail.com
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