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Information
The Missing Ingredient to BPM Success?
Agenda
Time

Activity

Activity Type

9am

Registration

Registration

9.30am

Capability engineering & the missing organi...
It‟s not about business
process management
It‟s on the
brochure
It‟s on the
brochure
Seeing the world in BPM
“Content as a searchable record of knowledge can
reduce, by as much as 35%, the time employees spend
searching for informa...
Single Root System

http://kuow.org/post/scientists-peek-hidden-world-tree-roots
Capability Engineering
Linking People, Process, Information, and Technology
Business Capabilities
Typically, organisations are managed as a portfolio of
capabilities.
Each Capability
Strategic
Align...
Process
Something somebody else should follow
where I would tend to use my own judgment
Framework
Something other people need to understand
before I can do my job right
Cross-Capability Competency Management

Information

Information

Information

Information Management

People
People

Peop...
Information is Missing and Unmanaged
Under this view of capabilities there is no clear management
of information.
Strategi...
The key to integration across silos (including
Quality, BPM, Enterprise Architecture, and
business units) is information
Primary Value in Information
Strategy

Strategic
Alignment
Value

Investment

Risks

Roadmap

Capability Model
i.e. portfo...
Incompleteness
When missing….

…. we find

People

Lack of innovation
Lack of incentives
No engagement
No use
No “Change”
...
Not IT
Containers

Content

(and connectors)

•
•
•

•
•
•

Systems
Applications & Functionality
Technical Architecture

I...
https://www.unboundid.com/blog/2013/10/30/counter-big-data-paranoia-with-little-data-optimism/
http://www.theengineroom.co.uk/so-this-cloudcomputing-thing-whats-it-all-about/
Insert info-graphic of
Big Data stats here
Exercise 1
Business Capabilities to Information Matrix
Reflection
Business Capabilities to Information Matrix
Customers, Assets, &
Activities
Linking People, Process, Information, and Technology
“The Customer is at the
Centre of Everything We
Do”
Everything

The
customer

We

Do
Everything

The
customer

The Customer Does
Everything

The
customer

The Customer Does
Customer Life-Cycles

http://www.socialmarketingf
orum.net/2010/12/calculatin
g-the-value-of-thecustomer-life-cycle/
Customer Life-Cycles

http://blog.kylemcnamara.com/category/customer-life-cyclemanagement/
Customer Life-Cycles

http://www.oneredbird.ca/blog/bid/38863/5-Questions-Answers-thecustomer-lifecycle-and-B2B-marketing
Exercise 2
Customer Life-Cycle to Information Matrix
Reflection
Customer Life-Cycle Information
Working your assets off
A few words on yield
management
 Assets are expensive
 Assets may be a network
 Inventory or Load

 Inventory: Right P...
Business Capability Blueprint: Pricing & Yield Management

Pricing & Yield
Management as a
Capability
Engineering
Example
...
Business Capability Blueprint: Pricing & Yield Management
Define Capability
& Context

Apply
Market Analysis

Establish
Sy...
Change Levers

Information Management Dimensions

Strategy(|(Organisa. on(|(People(|(Culture(|(Process(|(Policy(|(Systems
...
Exercise 3
Asset to Information Matrix
Reflection
Asset Life-Cycle Information
Homework 1
Conceptual to Core Shared Data
i.e. use the language of the business
Core Shared Data
Every organisation has “core shared data”, which...



has differentiating value in the operating model...
BPI and EIM – Common Ground
A bottom-up approach to defining a common information
model would be to:


Find and define al...
BPI and EIM – Common Ground





Unfold through engagement with executive stakeholders



Be managed against specific...
56
57
Creating Core Shared Data
The challenge is:


This "core shared data" is actually only created with a balance of policy, ...
Critical to
operating model

Core Shared
Data

By-product of
process only

Potential to
exploit with
operating model
chang...
Process in the Information
Asset Lifecycle
Collection, Creation,
Aggregation,
Collaboration, Joint
Development

Developmen...
Enterprise Information Model
Strategic
Alignment
Value

Investment

Risks

Both the capability strategy and
the informatio...
Building Your Roadmap
Roadmap Zones
Roadmap Initiative Types
 Consolidation of existing initiatives
 Business case builders & quick wins

 Aligning roadmap...
Creating Spectacles
Scope of Information Optimisation Initiatives
"Information Spectacle"
Focus of analysis:

Clarity of M...
Customer Experience Campaigns
Optimal Brand
Experience

Understand
Customer Life
Cycles
Understand your
customers from
the...
Homework 2
Do you need a Information Management Competency Centre
(do you already have one?)
CoE Blueprint
Each CoE must be managed to a blueprint:

CoE Blueprint
Shared Service
Charter

Strategic Shared Service
AKA...
Types of Center of Excellence
Need to establish scope of CoE based on two dimensions:
•

Community of Practice – perform a...
IMCC Maturity Model
Simplified
What's missing?

Business
Case

Capability-based
Governance

Integration with
Operations

I...
Business Transformation CoEs
 Self-optimisation of
practices with a strategic
context – rather than
workforce driven
opti...
Closing Discussion
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
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Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George

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"About the workshop:
Business performance improvement happens one decision at a time. Around each decision is a nexus of information which links the decision to your organisation's strategy, financial performance, and to customer value.
When BPM initiatives aren't aligned to the way modern organisations govern and optimise information, they are limited in their effectiveness.
Attend this workshop to understand how aligning your BPM initiatives with your information management agenda can dramatically improve process performance and decision-making across your organisation.
Attendees will learn how to:
 Identify the information assets critical to your organisation
 Develop strategies to enhance your BPM initiative through improved information
management
 Structure programs which integrate information with BPM
 Manage real-time customer experiences
 Create rich digital channels
 Drive productivity improvements"

Published in: Business, Technology
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Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George

  1. 1. Information The Missing Ingredient to BPM Success?
  2. 2. Agenda Time Activity Activity Type 9am Registration Registration 9.30am Capability engineering & the missing organisational competency Presentation 9.45am Capability to information asset matrix Interactive Worksheet 10.00am Reflection – our baseline knowledge of information Discussion 10.15am Customers, Assets, and Activities Presentation 10.30am Morning refreshments & networking 10.45am Customer Life-Cycle Information Interactive Worksheet 11.00am Reflection - our customer orientation Discussion 11.15am Asset Life-Cycle Information Interactive Worksheet 11.30am Homework and next steps Presentation 11.45 Building your roadmap Interactive Worksheet 12.15 Closing Comments, Q&A All-in 12.15 Discussion, questions, suggestions [contingency] Workshop ends All-in 12.30
  3. 3. It‟s not about business process management
  4. 4. It‟s on the brochure
  5. 5. It‟s on the brochure
  6. 6. Seeing the world in BPM
  7. 7. “Content as a searchable record of knowledge can reduce, by as much as 35%, the time employees spend searching for information” Social Productivity Dividend Thanks Michelle Lambert
  8. 8. Single Root System http://kuow.org/post/scientists-peek-hidden-world-tree-roots
  9. 9. Capability Engineering Linking People, Process, Information, and Technology
  10. 10. Business Capabilities Typically, organisations are managed as a portfolio of capabilities. Each Capability Strategic Alignment What Value Investment Risks Roadmap Strategy Strategic Alignment How Investment Risks People Value Roadmap Capability Model i.e. portfolio of capabilities (what not how) Process Sam Fyfe (ABS): Technology capability = people + methods + processes + systems + standards / frameworks + other resource
  11. 11. Process Something somebody else should follow where I would tend to use my own judgment
  12. 12. Framework Something other people need to understand before I can do my job right
  13. 13. Cross-Capability Competency Management Information Information Information Information Management People People People People People People HR, Performance Management, Line Management, Capability Governance Management, Capability Governance Process Process Process Process Process Process Excellence, Business Process Reengineering, Business Process Automation Process Excellence, Business Process Reengineering, Business Process Automation Technology Technology Technology Technology Technology IT BPM and EIM are powerful allies
  14. 14. Information is Missing and Unmanaged Under this view of capabilities there is no clear management of information. Strategic Alignment  Used to determine strategy Value Investment Risks Roadmap Information  Generated by business processes  Have associated processes to validate People Process  Requested by people Technology  Used by people to make decisions  Stored and distributed with technology Information can be found throughout both the „what‟ and the „how‟ of business capabilities management but where is the use and value of information optimised?
  15. 15. The key to integration across silos (including Quality, BPM, Enterprise Architecture, and business units) is information
  16. 16. Primary Value in Information Strategy Strategic Alignment Value Investment Risks Roadmap Capability Model i.e. portfolio of capabilities (what not how) Strategic Alignment Value Investment Risks Risks Roadmap Roadmap Information Asset Model i.e. portfolio of information assets (what not how)
  17. 17. Incompleteness When missing…. …. we find People Lack of innovation Lack of incentives No engagement No use No “Change” Process Inconsistency Entropy Strategy to execution gap Information Poor decision-making Confusion Lack of trust Technology Inefficiency Lack on innovation Michelle Lambert, Director, Social Media Navigator Jobi Petty, Lead Business and Information Architect, BlueScope Steel Limited
  18. 18. Not IT Containers Content (and connectors) • • • • • • Systems Applications & Functionality Technical Architecture IT • • IM disciplines are very different from (and complementary to) IT disciplines IM is more aligned with business-side functions than technology-side Data & Information Business Rules Information Architecture IM Information Service Delivery Service delivery Business
  19. 19. https://www.unboundid.com/blog/2013/10/30/counter-big-data-paranoia-with-little-data-optimism/
  20. 20. http://www.theengineroom.co.uk/so-this-cloudcomputing-thing-whats-it-all-about/
  21. 21. Insert info-graphic of Big Data stats here
  22. 22. Exercise 1 Business Capabilities to Information Matrix
  23. 23. Reflection Business Capabilities to Information Matrix
  24. 24. Customers, Assets, & Activities Linking People, Process, Information, and Technology
  25. 25. “The Customer is at the Centre of Everything We Do”
  26. 26. Everything The customer We Do
  27. 27. Everything The customer The Customer Does
  28. 28. Everything The customer The Customer Does
  29. 29. Customer Life-Cycles http://www.socialmarketingf orum.net/2010/12/calculatin g-the-value-of-thecustomer-life-cycle/
  30. 30. Customer Life-Cycles http://blog.kylemcnamara.com/category/customer-life-cyclemanagement/
  31. 31. Customer Life-Cycles http://www.oneredbird.ca/blog/bid/38863/5-Questions-Answers-thecustomer-lifecycle-and-B2B-marketing
  32. 32. Exercise 2 Customer Life-Cycle to Information Matrix
  33. 33. Reflection Customer Life-Cycle Information
  34. 34. Working your assets off
  35. 35. A few words on yield management  Assets are expensive  Assets may be a network  Inventory or Load  Inventory: Right Price, Right Customer, Right Time  Load: Smart Networks  Channel Management
  36. 36. Business Capability Blueprint: Pricing & Yield Management Pricing & Yield Management as a Capability Engineering Example Define Capability & Context Apply Market Analysis Establish System at ic Pricing Ensure yield management, including pricing, operates in the context of other applicable processes Integrate all analysis of market, customer segments, price books, rate cards, sales, and competitor intelligence already performed Support both market-facing and internal classes; including associated demand characteristics, protection levels, inventory allocation Influence at Purchase Decisions Integrate predictions of demand, with quote generation, and discount tolerances, to optimise at point of sale Manage Inter ventions Continuous Im provem ent Identify and manage surprises, exceptions, invalid assumptions, model-failure, and market changes. Manage interventions (via campaign management process) Performance Manage the Pricing & Yield Management Processes (end-to-end: systems, models, and people). Additional " Revenue Management" concepts can be introduced. Exclusive B C Consumer Influence D Predict Demand Curves 4A 5B 6C 7D Price Sensitivity 8A 9 B 10 C 11 D 12 A 13 B 14 C 15 D Now Time Segmentation Manage Unexpected Demand Map Demand Characteristics Whole-of-Life Inventory Right Time Manage Available Inventory Support Quote Process Detection Response Pricing Strategies Manage Protection Levels Competitor Pricing Schedule Management Campaign Process Manage Discounts Elasticity Right Price Understand Market Price Sensitivity Manage Price Books / Rate Cards Sales & Negotiations Relationship Intelligence Local Knowledge Industry Knowledge Manage Up-sell & After sales Cost Management Information & Data Management Asset Utilisation Model Management Capacity Management Supply-Chain Management A 1A 2B 3C 3D Revenue Management Right Customer Marktet-facing Channel-specific Segment-specific Attribute-specific Identity-specific Price Complex Performance Manage Pricing Analysts Establish Classes Channel Linkage Performance Manage: Profit & Loss Information-Enabled Business Transformation Knowledge Book Change Levers Information Management Dimensions Strategy(|(Organisa. on(|(People(|(Culture(|(Process(|(Policy(|(Systems Informa. on(Value(|(Informa. on(Exploita. on(|(Informa. on(Delivery(|(Informa. on(Architecture Process Architecture: Pricing & Yield Management Determine Price Influencers Determine Segments Optimise Prices Channel Management Review Prices Manage Forward Demand Manage Performance (post) Publish Prices (inc. smoothing) Offer Price Negotiate Contract Managing Revenue Targets Manage Pricing Compliance Offer Quote Manage Pricing Rules Realtime Pricing must be incorporated into the organisation's overall process architecture Information Assets: Pricing * Weather * Public Events * Seasons * Economic Conditions Location Asset Condition Inventory & Availability Channel Transactions Customer Pricing Sensitivity Indicators
  37. 37. Business Capability Blueprint: Pricing & Yield Management Define Capability & Context Apply Market Analysis Establish System at ic Pricing Ensure yield management, including pricing, operates in the context of other applicable processes Integrate all analysis of market, customer segments, price books, rate cards, sales, and competitor intelligence already performed Support both market-facing and internal classes; including associated demand characteristics, protection levels, inventory allocation Influence at Purchase Decisions Integrate predictions of demand, with quote generation, and discount tolerances, to optimise at point of sale Manage Inter ventions Continuous Im provem ent Identify and manage surprises, exceptions, invalid assumptions, model-failure, and market changes. Manage interventions (via campaign management process) Performance Manage the Pricing & Yield Management Processes (end-to-end: systems, models, and people). Additional " Revenue Management" concepts can be introduced. Exclusive C D Predict Demand Curves 4A 5B 6C 7D Price Sensitivity 8A 9 B 10 C 11 D 12 A 13 B 14 C 15 D Consumer Influence Now Time Segmentation Manage Unexpected Demand Map Demand Characteristics Whole-of-Life Inventory Right Time Manage Available Inventory Support Quote Process Detection Manage Protection Levels Competitor Pricing Schedule Management Manage Discounts Campaign Process Elasticity Right Price Sales & Negotiations Information & Data Management Response Pricing Strategies Understand Market Price Sensitivity Manage Price Books / Rate Cards Relationship Intelligence Local Knowledge Industry Knowledge Manage Up-sell & After sales Cost Management Asset Utilisation Model Management Capacity Management Supply-Chain Management B Revenue Management Right Customer A 1A 2B 3C 3D Price Complex Marktet-facing Channel-specific Segment-specific Attribute-specific Identity-specific Performance Manage Pricing Analysts Establish Classes Channel Linkage Performance Manage: Profit & Loss Information-Enabled Business Transformation Knowledge Book
  38. 38. Change Levers Information Management Dimensions Strategy(|(Organisa. on(|(People(|(Culture(|(Process(|(Policy(|(Systems Informa. on(Value(|(Informa. on(Exploita. on(|(Informa. on(Delivery(|(Informa. on(Architecture Process Architecture: Pricing & Yield Management Determine Price Influencers Determine Segments Optimise Prices Channel Management Review Prices Manage Forward Demand Manage Performance (post) Publish Prices (inc. smoothing) Offer Price Negotiate Contract Managing Revenue Targets Manage Pricing Compliance Offer Quote Manage Pricing Rules Realtime Pricing must be incorporated into the organisation's overall process architecture Information Assets: Pricing * Weather * Public Events * Seasons * Economic Conditions Location Asset Condition Inventory & Availability Channel Transactions Customer Pricing Sensitivity Indicators
  39. 39. Exercise 3 Asset to Information Matrix
  40. 40. Reflection Asset Life-Cycle Information
  41. 41. Homework 1 Conceptual to Core Shared Data i.e. use the language of the business
  42. 42. Core Shared Data Every organisation has “core shared data”, which...   has differentiating value in the operating model   has a direct link between data quality issues and effective customer interactions is required for most planning, performance management, customer service, or key business process across business capabilities would result in operational and performance measurement / management issues if this data is not "the same" across the org 53
  43. 43. BPI and EIM – Common Ground A bottom-up approach to defining a common information model would be to:  Find and define all data in all systems, processes, and information stores across the organisation   Match all definitions and content for all data to find the common information Define priority & value based on existing information Disadvantages include:     Time consuming Does not uncover “unknowns” or information gaps Not aligned to strategic pillars Not aligned to transformation agenda All data 54
  44. 44. BPI and EIM – Common Ground     Unfold through engagement with executive stakeholders  Be managed against specific components of the operating model such as: Align to a business transformation agenda and / or benefits management strategy Map to specific information use cases across the operating model Has an associated CoE / CC to help the organisation approach in a consistent manner     Business segments & capabilities Customer touch-points Regions & Customer Segments Strategic & Shared Services 55
  45. 45. 56
  46. 46. 57
  47. 47. Creating Core Shared Data The challenge is:  This "core shared data" is actually only created with a balance of policy, compliance, standardisation, technical integration, and business process integration  No “culture of collaboration and sharing” is strong enough to make 10k+ people invest once in an asset, nor would it be efficient / timely  An Enterprise Information Model delivers that policy compliance and standardisation 58
  48. 48. Critical to operating model Core Shared Data By-product of process only Potential to exploit with operating model changes Information Salience Simple accountability for information assigned to business unit + include in business continuity plans Simple accountability for information assigned to business unit Proprietary to a business unit Standardise IT platforms and migrate to standard platforms where there is value Potential for additional exploitation if managed as value streams Common: Part of Core Shared Data Strategy Information Scope
  49. 49. Process in the Information Asset Lifecycle Collection, Creation, Aggregation, Collaboration, Joint Development Development, Quality, Review, Certification Direct Downstream Usage Impacted by use Indirect Downstream Usage
  50. 50. Enterprise Information Model Strategic Alignment Value Investment Risks Both the capability strategy and the information management strategy drive investment Roadmap Enterprise Information Model Business Information Information Information Asset Register Conceptual Data Model Business Meaning, Measure, and Metrics Models Core Shared Information EIM Metrics Creating Evidencebased DecisionMaking Culture People Information Flow & Structure People & Processes value / and are valued through information Process Information Mastering Model Logical Data Model (AKA Common Information Model) Information Use Case Model Information Capabilities Model EIM Metrics Technology Information Implementation Technology is valued based on information value Physical Layer Application to Information Mapping Integration to Information Mapping Service to Information Mapping Data Warehouse to Information Mapping EIM Metrics
  51. 51. Building Your Roadmap
  52. 52. Roadmap Zones
  53. 53. Roadmap Initiative Types  Consolidation of existing initiatives  Business case builders & quick wins  Aligning roadmap to transformation agenda  Aligning roadmap to planned spend  Establishing registers, models, and governance  Aligning to other disciplines and allies  Creating Spectacles!
  54. 54. Creating Spectacles Scope of Information Optimisation Initiatives "Information Spectacle" Focus of analysis: Clarity of Meaning Embed / Confirm Governance IM Policies Clarity of Value Standards Outputs: Policy Framework Cost of Errors Updates to Business Glossary Data Profile Report Barriers to Scale Redundancy Cost of Absence Information Exploitation Opportunities Automation Opportunities Updates to Information Architecture Document Types Information Handover Issues Consolidation Opportunities Data Governance Critical Data Quality Rules Improvement Recommendations Data Quality - Business Rules Retention Rules Business Information Review compliance with IM policies Establish value of information Information Flow & Structure Collection, Creation, Aggregation, Collaboration, Joint Development Development, Quality, Review, Certification Direct Downstream Usage Consolidate details of the structure & flow of information; including quality criteria Information Implementation Impacted by use Indirect Downstream Usage
  55. 55. Customer Experience Campaigns Optimal Brand Experience Understand Customer Life Cycles Understand your customers from their perspective, Customer pre- and postexperience Marketing Campaigns Experience Campaigns Experience Discovery Marketing Messages Buy Create Positive Understand Experiences how Offers experiences can be detects in your data and in external data (i.e. social media) Customer Experience Campaigns Implement experience discovery, recovery, and response; Experience Manage Negativeactions into a & metrics Positive Experience Define an ideal experience for your customer Real-time targeted to your Experience brand / target Management market Experience Response Recover Negative Design a Experiences response capability (automation, workflow, customer service, and loyalty). Amplify or recover.
  56. 56. Homework 2 Do you need a Information Management Competency Centre (do you already have one?)
  57. 57. CoE Blueprint Each CoE must be managed to a blueprint: CoE Blueprint Shared Service Charter Strategic Shared Service AKA “Competency Centre” Strategy Organisation Service Catalogue Policy Effectiveness Strategic Management Engagement Management Capability Engineering Service Management Efficiency Process Systems Service Reuse Shared Infrastructure Shared Services People Culture 71
  58. 58. Types of Center of Excellence Need to establish scope of CoE based on two dimensions: • Community of Practice – perform an existing set of activities better, self-manage improvement • Shared Service – perform a defined set of activities consistently, and service manage • Strategic Services – focus on strategy, only • Strategic Shared Service – deliver services with a strategic agenda, to create more than the some of their parts AKA “Competency Centre” 73
  59. 59. IMCC Maturity Model Simplified What's missing? Business Case Capability-based Governance Integration with Operations Integration with Strategy Identify Strategic Threats; Mature capability in line with strategy Meet service levels; Identify systemic risks Incorporate into charters of others; Establish service catalogue Where can it be found? Nature of capability Tactics Maturity Level Identify Gaps, Pain Points, & Opportunities Influence over Business Model Identify & Implement business improvement initiatives Differentiating Capability Strategic Capability Servicing Capability Isolated Capability Identify Quick wins & Engagement Service Catalogues, Service Management, & Benefits Management 1 2 3 No capability Strategic Analysis, Capability Integration & Dependancies, Market Analysis Product & Service Integration & Core Competency Exploitation 4 5
  60. 60. Business Transformation CoEs  Self-optimisation of practices with a strategic context – rather than workforce driven optimisation (eg. CoP) Strategic Shared Service Strategic Services Community of Practice Shared Service  Separation of Shared Services (managed for commoditisation) and Strategic Shared Services (managed for strategic differentiation) 75
  61. 61. Closing Discussion

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