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Positive Deviance in Evidence-
driven Process Improvement:
Or, how to find success in your own
company.
Professor Dr Jan Recker
Woolworths Chair of Retail Innovation
Information Systems School, Queensland University of Technology
“If the decision is going to be made by 
facts, then everyone’s facts […] are 
equal.
If the decision is going to be made on 
the basis of people’s opinions, then 
mine count for a lot more.“
James Barksdale
former CEO Netscape
What percentage of your
BPM decisions are
evidence-based?
Evidence-driven BPM in action:
Positive Deviance in Bakeries
“Where in our company is
innovation and success already
happening?
Novel Perspective: Positive Deviance
 a practice that stands out from a pool of comparable
practices as it shows better performance under the
same environmental conditions.
 A shift in management thinking, from “fixing errors” to
“rewarding and learning from the best”
 Who is truly
successful?
 Why are they
truly
successful?
 Which true
root causes
can we insert
elsewhere to
improve all
processes?
Rigorous scientific principles
Average
Positive Deviant
Positive Deviant
Positive Deviant
Positive Deviant
Positive Deviant
Positive Deviant
Positive Deviant
Customer penetration
Bakerysalesperformance
Unbiased observation
Quality Empirical Evidence
 “It’s not necessarily the process.”
 everyone follows the same process model
 “It’s not the competition.”
 process performance independent from local context
 Clever use of mark-downs, baking scheduling
 Individual motivation an the willingness to
‘do something extra’
 Bakery teams discussing ideas with Produce, Meat,
Seafood etc.
 Culture: collaboration and communication between
departments
 Teams finding their own solutions for products,
display and service;
 Creativity and Intention to deviate from standardized
process where “not required”
The Difference?
Processperofrmance[in%]
Cumulative number of store processes
Bottom
10%
Top
10%
25%
Percentile
50%
Percentile
75%
Percentile
Improving 10% Improving 90%
The Question:
Who is your Positive Deviant?
‐ Managers of stores
‐ Teachers at high schools
‐ Academics at universities
‐ Red cross blood donors
‐ Franchisees at Pizza Capers,  
Subway and McDonalds
‐ …
‐ And in your organization?
• Process Innovation requires evidence-
based decisions
– Do you use it?
• Research-as-a-Service assists BPM
– Do you have access to it?
• Positive Deviance can innovate from within
– Do you find it?
Recap: Takeaways
Prof. Jan Recker, PhD
Woolworths Chair of Retail Innovation
Information Systems School
Science and Engineering Faculty
Queensland University of Technology
email j.recker@qut.edu.au
web www.janrecker.com
twitter janrecker

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Process Deviance: Process Improvement from within

  • 1. Positive Deviance in Evidence- driven Process Improvement: Or, how to find success in your own company. Professor Dr Jan Recker Woolworths Chair of Retail Innovation Information Systems School, Queensland University of Technology
  • 3. What percentage of your BPM decisions are evidence-based?
  • 4. Evidence-driven BPM in action: Positive Deviance in Bakeries “Where in our company is innovation and success already happening?
  • 5. Novel Perspective: Positive Deviance  a practice that stands out from a pool of comparable practices as it shows better performance under the same environmental conditions.  A shift in management thinking, from “fixing errors” to “rewarding and learning from the best”
  • 6.  Who is truly successful?  Why are they truly successful?  Which true root causes can we insert elsewhere to improve all processes? Rigorous scientific principles Average Positive Deviant Positive Deviant Positive Deviant Positive Deviant Positive Deviant Positive Deviant Positive Deviant Customer penetration Bakerysalesperformance
  • 8. Quality Empirical Evidence  “It’s not necessarily the process.”  everyone follows the same process model  “It’s not the competition.”  process performance independent from local context  Clever use of mark-downs, baking scheduling  Individual motivation an the willingness to ‘do something extra’  Bakery teams discussing ideas with Produce, Meat, Seafood etc.  Culture: collaboration and communication between departments  Teams finding their own solutions for products, display and service;  Creativity and Intention to deviate from standardized process where “not required”
  • 9. The Difference? Processperofrmance[in%] Cumulative number of store processes Bottom 10% Top 10% 25% Percentile 50% Percentile 75% Percentile Improving 10% Improving 90%
  • 10. The Question: Who is your Positive Deviant? ‐ Managers of stores ‐ Teachers at high schools ‐ Academics at universities ‐ Red cross blood donors ‐ Franchisees at Pizza Capers,   Subway and McDonalds ‐ … ‐ And in your organization?
  • 11. • Process Innovation requires evidence- based decisions – Do you use it? • Research-as-a-Service assists BPM – Do you have access to it? • Positive Deviance can innovate from within – Do you find it? Recap: Takeaways
  • 12. Prof. Jan Recker, PhD Woolworths Chair of Retail Innovation Information Systems School Science and Engineering Faculty Queensland University of Technology email j.recker@qut.edu.au web www.janrecker.com twitter janrecker