The document summarizes an upcoming conference on leveraging process excellence tools to increase control, enhance innovation, reduce risk, and drive growth in financial services companies. The conference will take place April 17-18, 2012 in New York City, with pre-conference workshops on April 16. The conference and workshops will provide information on topics like service-oriented architecture, business process management, defining metrics and KPIs, process modeling, and leveraging BPM solutions. Attendees will include representatives from banks, insurance companies, asset managers, and other financial firms seeking to improve processes, performance, and returns through the use of latest process excellence strategies and technologies.
In this brief introduction, we set out 10 steps to building a bridge from process purpose to assessing the adequacy of process performance.The brevity limits us to a discussion of what we need to do - the matter of how will be addressed on other occasion
Read the full story below:
Ten questions to understand Process Performance
Written by: Robert Lamb, Associate, Imre Hegedus Consulting; Lean Six Sigma Facilitator, AGSM Executive Programs; Director and Principal consultant, Process Management International (Australia)
----------------------------------------------------------------------------------------------------------------------------
Robert Lamb will be featuring at the annual event:
Improving Performance Through Business Process Management
Maximise, strategise and save through case studies, theories and vision
One-day connected forum and two post-forum workshops
Expert panel of speakers:
Imre Hegedus Consulting
The University of Queensland
Metcash Trading Limited
CSIRO
ANZ
The Emotional Economy at Work
Department of Agriculture, Fisheries and Forestry
Deutsche Bank (Philippines)
IAIDQ AsiaPacific
----------------------------------------------------------------------------------------------------------------------------
Join BPM Asia Pacific on LinkedIn
This group serves as a networking platform for those working with business processes. Please use this group to collaborate, share stories, ask advice and keep in touch!
Business process management center of excellence 2010Robert Levy
A suggested best practice guide for creating a business process management center of excellence - the principles could apply to many other opportunities as well. If anyone uses this outside of BPM let me know.
[Process Day 2011] Architecting bpm through_a_center_of_excellenceEloGroup
Paul Tazbaz discusses Wells Fargo's efforts to establish a Center of Excellence (COE) for Business Process Management (BPM). He outlines how the COE was formed following an analysis that found siloed BPM efforts across multiple lines of business. The COE aims to drive cost reductions, share best practices, and establish BPM standards. It now has over 300 members across 45 lines of business. The COE shares case studies of successful BPM projects and provides guidance to other projects. It also develops a target state roadmap for BPM at Wells Fargo.
Business Process Maturity and Centers of ExcellenceSandy Kemsley
The document discusses BPM maturity models, the role of a BPM Center of Excellence (COE) in improving maturity, and how to build an effective COE. It describes the Object Management Group's maturity model and how a COE can help organizations progress from initial to innovative process maturity levels. A COE brings together best practices, training, knowledge sharing, and process governance to increase synergies between BPM projects. The document provides guidance on establishing the framework, methodology, team, and repositories needed for a successful COE.
This document provides a four-step process for creating a business plan and roadmap for transforming a contact center to an IP/SIP environment. The four steps are: 1) Assess the current state of people, processes and technology; 2) Determine the ideal future state based on business strategies; 3) Analyze gaps between the current and ideal states; 4) Build a transformation roadmap that provides a phased plan and measurable goals to move from the current to ideal state. Developing an ROI-based business case is also important to obtain approval and funding for the transformation project.
Process Efficiency World Tour Houston presentationBonitasoft
The document discusses a BPM conference in Houston where BonitaSoft is introducing their open source BPM platform Bonita Open Solution and highlighting customer case studies of how various organizations have used BPM to streamline processes, reduce costs, and increase efficiency, innovation, and customer service. BonitaSoft offers the Bonita Open Solution platform for free along with various paid subscription packs that provide additional features, support, and upgrades for collaborative development, advanced environments, and mission critical processes.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
This document discusses establishing a Business Process Management (BPM) Center of Excellence. It outlines why organizations need to coordinate BPM initiatives across departments to ensure business strategies are executed properly. A BPM Center of Excellence acts as a central hub for all BPM activities, providing methods, standards and linking strategy to execution. The document includes a case study of how Horizon Healthcare Services established a BPM Center of Excellence to help achieve operational excellence goals.
In this brief introduction, we set out 10 steps to building a bridge from process purpose to assessing the adequacy of process performance.The brevity limits us to a discussion of what we need to do - the matter of how will be addressed on other occasion
Read the full story below:
Ten questions to understand Process Performance
Written by: Robert Lamb, Associate, Imre Hegedus Consulting; Lean Six Sigma Facilitator, AGSM Executive Programs; Director and Principal consultant, Process Management International (Australia)
----------------------------------------------------------------------------------------------------------------------------
Robert Lamb will be featuring at the annual event:
Improving Performance Through Business Process Management
Maximise, strategise and save through case studies, theories and vision
One-day connected forum and two post-forum workshops
Expert panel of speakers:
Imre Hegedus Consulting
The University of Queensland
Metcash Trading Limited
CSIRO
ANZ
The Emotional Economy at Work
Department of Agriculture, Fisheries and Forestry
Deutsche Bank (Philippines)
IAIDQ AsiaPacific
----------------------------------------------------------------------------------------------------------------------------
Join BPM Asia Pacific on LinkedIn
This group serves as a networking platform for those working with business processes. Please use this group to collaborate, share stories, ask advice and keep in touch!
Business process management center of excellence 2010Robert Levy
A suggested best practice guide for creating a business process management center of excellence - the principles could apply to many other opportunities as well. If anyone uses this outside of BPM let me know.
[Process Day 2011] Architecting bpm through_a_center_of_excellenceEloGroup
Paul Tazbaz discusses Wells Fargo's efforts to establish a Center of Excellence (COE) for Business Process Management (BPM). He outlines how the COE was formed following an analysis that found siloed BPM efforts across multiple lines of business. The COE aims to drive cost reductions, share best practices, and establish BPM standards. It now has over 300 members across 45 lines of business. The COE shares case studies of successful BPM projects and provides guidance to other projects. It also develops a target state roadmap for BPM at Wells Fargo.
Business Process Maturity and Centers of ExcellenceSandy Kemsley
The document discusses BPM maturity models, the role of a BPM Center of Excellence (COE) in improving maturity, and how to build an effective COE. It describes the Object Management Group's maturity model and how a COE can help organizations progress from initial to innovative process maturity levels. A COE brings together best practices, training, knowledge sharing, and process governance to increase synergies between BPM projects. The document provides guidance on establishing the framework, methodology, team, and repositories needed for a successful COE.
This document provides a four-step process for creating a business plan and roadmap for transforming a contact center to an IP/SIP environment. The four steps are: 1) Assess the current state of people, processes and technology; 2) Determine the ideal future state based on business strategies; 3) Analyze gaps between the current and ideal states; 4) Build a transformation roadmap that provides a phased plan and measurable goals to move from the current to ideal state. Developing an ROI-based business case is also important to obtain approval and funding for the transformation project.
Process Efficiency World Tour Houston presentationBonitasoft
The document discusses a BPM conference in Houston where BonitaSoft is introducing their open source BPM platform Bonita Open Solution and highlighting customer case studies of how various organizations have used BPM to streamline processes, reduce costs, and increase efficiency, innovation, and customer service. BonitaSoft offers the Bonita Open Solution platform for free along with various paid subscription packs that provide additional features, support, and upgrades for collaborative development, advanced environments, and mission critical processes.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
This document discusses establishing a Business Process Management (BPM) Center of Excellence. It outlines why organizations need to coordinate BPM initiatives across departments to ensure business strategies are executed properly. A BPM Center of Excellence acts as a central hub for all BPM activities, providing methods, standards and linking strategy to execution. The document includes a case study of how Horizon Healthcare Services established a BPM Center of Excellence to help achieve operational excellence goals.
Enabling your BPM CoE (ITWorld 2011 Montreal)Denis Gagné
This document discusses enabling a Business Process Management (BPM) Center of Excellence (CoE) through content syndication. It describes how the Business Process Incubator offers a syndication platform and app store to feed a BPM CoE with resources like tutorials, tool reviews, standards information and more. Content comes from practitioners and vendors and is delivered through various channels like specialized feeds, catalogs and cloud apps. The goal is to provide a one-stop BPM resource gateway to help organizations establish their BPM CoE and stay current on industry best practices.
Hear from our expert panel of speakers:
AMP
The University of Sydney
Imre Hegedus Consulting
Medibank Private
The Emotional Economy at Work
City of Marion
Grant Thornton
BPM Link
Predicate Partners
Quality Learning Australia
QSuper
Telstra
Commonwealth Bank of Australia
CitiPower Pty and Powercor Australia Limited
ALI Group
Reece Australia Limited
Deakin University
White Horse Enterprises
Sensis
Enterprise Architecture Governance for an Enterprise Transformation Journey: ...Marcelo Sávio
This document discusses IBM's enterprise architecture governance approach during its transformation journey from the 20th to 21st century. It highlights three key points:
1. IBM underwent a major transformation to transition from a multinational to a globally integrated enterprise, standardizing processes across 172 countries.
2. Enterprise architecture and governance were important to this transformation by providing a framework to simplify, standardize, integrate, and increase flexibility across the company.
3. Lessons from IBM's experience include establishing governance owners for key business processes, taking an outside-in approach focused on customers and partners, and adding continuous transformation as a core leadership competency.
Mike Lynch has over 20 years of experience as a C-level technology leader, with a proven track record of driving business value through innovative technology solutions and strategic planning. He has expertise in areas such as ERP implementations, eCommerce strategies, process improvement, and developing technology strategies aligned with business objectives. Lynch's leadership focuses on collaborative relationships, career development, and delivering projects on-time and within budget.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
[Process Day 2011] A ELO Group – Apresentação no Process Day EloGroup
This document discusses the need for a Business Process Management (BPM) Center of Excellence. It notes that modern organizations face new challenges like global competition, demanding customers, and the need for flexibility. While organizations have functions like HR, IT, and risk management, they still need a way to transform processes and effectively implement changes. A BPM Center of Excellence can help by providing education, identifying competencies, developing systems, creating metrics, institutionalizing guidelines, and demonstrating results from BPM initiatives. However, traditional BPM approaches may not enable the type of transformation organizations require. An effective BPM Center of Excellence must focus on managing processes as assets and facilitating organizational change through significant improvements and sustainable changes.
Opus Global Group - Operations Due Diligence Projecttsilvestri
Opus Global Group is a management consulting firm that specializes in IT strategy, management consulting, and business performance management. They helped a major manufacturer and distributor improve productivity in operations, labor efficiency, procurement, and IT systems [by performing] a global operations due diligence assessment. Key findings addressed barriers like ineffective communication and IT issues. The assessment also identified insufficient management planning as a major barrier and provided recommendations to address it. The client was pleased with the insights gained from Opus Global Group's assessment.
An Introduction into the design of business using business architectureCraig Martin
The document is an introduction to business architecture presented by Enterprise Architects. It discusses discovering business architecture and developing the business architecture. Key points include:
- Business architecture addresses business challenges and the need for business flexibility and innovation. It focuses on capabilities, processes, and value delivery.
- Developing an effective business architecture involves understanding the business motivation, defining business strategies and models, assessing capabilities, and decomposing capabilities into operational components.
- The business architecture framework includes engagement models, services, and methods to organize content and execute business architecture work. It supports translating strategies into tangible outcomes.
The document discusses establishing a BPM Center of Excellence (CoE) in Brazil. It provides background on the speaker and their consulting firm ELO Group, which focuses on BPM and governance solutions. It discusses the need for BPM governance and a CoE to institutionalize BPM initiatives and ensure benefits are realized across an organization. Key points covered include typical roles and responsibilities of a CoE, examples of BPM services provided, and a framework developed by ELO Group for operating a CoE based on best practices.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
This document discusses enterprise architecture and provides strategies for its effective implementation. It begins by defining enterprise architecture and explaining its importance in linking technology investments to business goals and ensuring systems interoperate. It then discusses balancing architecture quality with project constraints and having an approach that provides superior customer service and measurable results. Finally, it covers developing a technology strategy that is aligned with and drives the business vision and goals.
Espinosas Functional Resume Financial Planning & Investments And Busine...Manuel Espinosa, PPC™
Manuel has extensive experience founding and consulting for companies. His experience includes strategic planning, process reengineering, project management, and financial consulting. He currently works as a financial advisor, helping clients with financial planning, investments, and wealth management.
Nachiketa Sharma is a seasoned process excellence and ERP strategy manager seeking a new role. He has over a decade of experience managing supply chain transformations and process improvement projects. Some of his accomplishments include streamlining operations to save $2M for a client and managing a $3M consulting engagement. He holds an MBA and has technical certifications in SCM and ERP systems.
Driving change is not easy. It is estimated that upwards of 70% of large transformation initiatives fail even though they are often critically important to a company’s strategy.
PROCON Management Services is a management consulting and IT services firm founded in 1985. They provide clients with strategies and deliverables to address business requirements for successful projects. Their services include business analysis, IT infrastructure design, project management, eCommerce solutions, and strategic planning. They take a staged approach to projects involving requirements analysis, strategic planning, analysis and design, implementation, and maintenance.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
Aviation Week Adv Mfg Metrics that Matter webcastJulie Fraser
Iyno's Julie Fraser participated in an Aviation Week Webcast sponsored by Deltek focused on linking business, engineering, and manufacturing. Fraser presents MESA International Pursuit of Performance Excellence data in the context of discrete project-based manufacturing.
Operational Excellence in Financial Services - New York March 2015PNMsoft iBPMS
This document discusses how organizations can effectively manage and adapt to change. It provides examples of two companies, SwiftTrade and AON, that used a Business Process Management platform from PNMsoft to deal with rapid growth and changing needs. The platform allowed SwiftTrade to automate processes and ensure consistency as it expanded from 27 to 65 offices in one year. It enabled AON to develop a tool to help clients better manage their pension programs and adapt to changing legislation and future needs. The document emphasizes that the ability to quickly change processes is key to responding to evolving business and market conditions.
This document contains information about Leo Sadovy, the Marketing Director of Performance Management at SAS Institute. It provides his contact information, a link to his LinkedIn profile, and recommends checking his blog. It also outlines best practices for the office of the CFO, separating them into the top 85% which include having one version of the truth across financial, operational and cost data, using scorecards and dashboards, and operational planning, and the top 15% which incorporate integrated business planning, strategy development, risk management, scenario planning, analytical forecasting, and closed-loop performance management.
Enabling your BPM CoE (ITWorld 2011 Montreal)Denis Gagné
This document discusses enabling a Business Process Management (BPM) Center of Excellence (CoE) through content syndication. It describes how the Business Process Incubator offers a syndication platform and app store to feed a BPM CoE with resources like tutorials, tool reviews, standards information and more. Content comes from practitioners and vendors and is delivered through various channels like specialized feeds, catalogs and cloud apps. The goal is to provide a one-stop BPM resource gateway to help organizations establish their BPM CoE and stay current on industry best practices.
Hear from our expert panel of speakers:
AMP
The University of Sydney
Imre Hegedus Consulting
Medibank Private
The Emotional Economy at Work
City of Marion
Grant Thornton
BPM Link
Predicate Partners
Quality Learning Australia
QSuper
Telstra
Commonwealth Bank of Australia
CitiPower Pty and Powercor Australia Limited
ALI Group
Reece Australia Limited
Deakin University
White Horse Enterprises
Sensis
Enterprise Architecture Governance for an Enterprise Transformation Journey: ...Marcelo Sávio
This document discusses IBM's enterprise architecture governance approach during its transformation journey from the 20th to 21st century. It highlights three key points:
1. IBM underwent a major transformation to transition from a multinational to a globally integrated enterprise, standardizing processes across 172 countries.
2. Enterprise architecture and governance were important to this transformation by providing a framework to simplify, standardize, integrate, and increase flexibility across the company.
3. Lessons from IBM's experience include establishing governance owners for key business processes, taking an outside-in approach focused on customers and partners, and adding continuous transformation as a core leadership competency.
Mike Lynch has over 20 years of experience as a C-level technology leader, with a proven track record of driving business value through innovative technology solutions and strategic planning. He has expertise in areas such as ERP implementations, eCommerce strategies, process improvement, and developing technology strategies aligned with business objectives. Lynch's leadership focuses on collaborative relationships, career development, and delivering projects on-time and within budget.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
[Process Day 2011] A ELO Group – Apresentação no Process Day EloGroup
This document discusses the need for a Business Process Management (BPM) Center of Excellence. It notes that modern organizations face new challenges like global competition, demanding customers, and the need for flexibility. While organizations have functions like HR, IT, and risk management, they still need a way to transform processes and effectively implement changes. A BPM Center of Excellence can help by providing education, identifying competencies, developing systems, creating metrics, institutionalizing guidelines, and demonstrating results from BPM initiatives. However, traditional BPM approaches may not enable the type of transformation organizations require. An effective BPM Center of Excellence must focus on managing processes as assets and facilitating organizational change through significant improvements and sustainable changes.
Opus Global Group - Operations Due Diligence Projecttsilvestri
Opus Global Group is a management consulting firm that specializes in IT strategy, management consulting, and business performance management. They helped a major manufacturer and distributor improve productivity in operations, labor efficiency, procurement, and IT systems [by performing] a global operations due diligence assessment. Key findings addressed barriers like ineffective communication and IT issues. The assessment also identified insufficient management planning as a major barrier and provided recommendations to address it. The client was pleased with the insights gained from Opus Global Group's assessment.
An Introduction into the design of business using business architectureCraig Martin
The document is an introduction to business architecture presented by Enterprise Architects. It discusses discovering business architecture and developing the business architecture. Key points include:
- Business architecture addresses business challenges and the need for business flexibility and innovation. It focuses on capabilities, processes, and value delivery.
- Developing an effective business architecture involves understanding the business motivation, defining business strategies and models, assessing capabilities, and decomposing capabilities into operational components.
- The business architecture framework includes engagement models, services, and methods to organize content and execute business architecture work. It supports translating strategies into tangible outcomes.
The document discusses establishing a BPM Center of Excellence (CoE) in Brazil. It provides background on the speaker and their consulting firm ELO Group, which focuses on BPM and governance solutions. It discusses the need for BPM governance and a CoE to institutionalize BPM initiatives and ensure benefits are realized across an organization. Key points covered include typical roles and responsibilities of a CoE, examples of BPM services provided, and a framework developed by ELO Group for operating a CoE based on best practices.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
This document discusses enterprise architecture and provides strategies for its effective implementation. It begins by defining enterprise architecture and explaining its importance in linking technology investments to business goals and ensuring systems interoperate. It then discusses balancing architecture quality with project constraints and having an approach that provides superior customer service and measurable results. Finally, it covers developing a technology strategy that is aligned with and drives the business vision and goals.
Espinosas Functional Resume Financial Planning & Investments And Busine...Manuel Espinosa, PPC™
Manuel has extensive experience founding and consulting for companies. His experience includes strategic planning, process reengineering, project management, and financial consulting. He currently works as a financial advisor, helping clients with financial planning, investments, and wealth management.
Nachiketa Sharma is a seasoned process excellence and ERP strategy manager seeking a new role. He has over a decade of experience managing supply chain transformations and process improvement projects. Some of his accomplishments include streamlining operations to save $2M for a client and managing a $3M consulting engagement. He holds an MBA and has technical certifications in SCM and ERP systems.
Driving change is not easy. It is estimated that upwards of 70% of large transformation initiatives fail even though they are often critically important to a company’s strategy.
PROCON Management Services is a management consulting and IT services firm founded in 1985. They provide clients with strategies and deliverables to address business requirements for successful projects. Their services include business analysis, IT infrastructure design, project management, eCommerce solutions, and strategic planning. They take a staged approach to projects involving requirements analysis, strategic planning, analysis and design, implementation, and maintenance.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
Aviation Week Adv Mfg Metrics that Matter webcastJulie Fraser
Iyno's Julie Fraser participated in an Aviation Week Webcast sponsored by Deltek focused on linking business, engineering, and manufacturing. Fraser presents MESA International Pursuit of Performance Excellence data in the context of discrete project-based manufacturing.
Operational Excellence in Financial Services - New York March 2015PNMsoft iBPMS
This document discusses how organizations can effectively manage and adapt to change. It provides examples of two companies, SwiftTrade and AON, that used a Business Process Management platform from PNMsoft to deal with rapid growth and changing needs. The platform allowed SwiftTrade to automate processes and ensure consistency as it expanded from 27 to 65 offices in one year. It enabled AON to develop a tool to help clients better manage their pension programs and adapt to changing legislation and future needs. The document emphasizes that the ability to quickly change processes is key to responding to evolving business and market conditions.
This document contains information about Leo Sadovy, the Marketing Director of Performance Management at SAS Institute. It provides his contact information, a link to his LinkedIn profile, and recommends checking his blog. It also outlines best practices for the office of the CFO, separating them into the top 85% which include having one version of the truth across financial, operational and cost data, using scorecards and dashboards, and operational planning, and the top 15% which incorporate integrated business planning, strategy development, risk management, scenario planning, analytical forecasting, and closed-loop performance management.
Accelerating financial excellence - Harri NikunenMetso Group
Metso's CFO Harri Nikunen's presentation at the Capital Markets Day in Amsterdam on November 26, 2014. Metso has a solid financial position to drive growth
Banking and financial services experience, expertise, execution & excellenceHexaware Technologies
Hexaware Technologies is a $308 million global IT services and solutions company that operates in 32 countries. For the past 20 years, it has helped many Fortune 100 and Fortune 500 financial institutions transform their businesses through industry insights and operational excellence. Hexaware has a robust outsourcing model, differentiated solutions, and focus on execution excellence, which has led to leadership in its domains. It maintains relationships with 19 of the largest global financial institutions, and its clients include some of the largest asset managers, insurers, and exchanges in the world.
Lean accounting aims to support lean transformation through timely and understandable financial reporting that eliminates waste. It uses lean tools like value stream mapping to streamline accounting processes and provide accurate information to motivate continuous improvement. Lean accounting focuses on measuring customer value and uses performance metrics and visual tools to communicate financial information clearly to support decision making. The goal is to strengthen internal controls while planning budgets and investments from a lean perspective to increase customer value and profitability.
Lean Counting Keynote, Jim Womack, Lean Accounting Summit, September ...Chet Marchwinski
- Jim Womack discusses different types of counting done in business including counting GDP, value added, total cost of ownership, and organizational performance. However, he argues that much of this counting focuses on the past and results rather than processes.
- A better approach is to focus counting on physical measures of current processes to identify improvement opportunities and then measure changes in those processes to confirm improvements. This type of counting helps managers envision and implement better future processes.
- In many businesses, detailed counting may not even be necessary for improvement. A walk of the current process is often sufficient to identify problems and opportunities for a better future state. "Lean counting" should involve minimal counting focused on physical measures of current and improved processes.
The document discusses lean accounting and how it differs from traditional accounting assumptions and measurements. Lean accounting applies lean concepts to reduce waste in the accounting function and modifies accounting processes to promote lean behaviors. It focuses on value stream costing, transaction elimination, and using lean metrics like flow, waste, and capacity rather than traditional metrics like labor efficiency. The primary goals of lean accounting are to understand the financial impacts of lean improvements, manage by value streams with a focus on growth and continuous improvement, and drive the business from customer value rather than costs.
Webinar On Lean In Non Manufacturing Environmentsfertuckda
This document discusses Lean operations and how its principles can be applied in non-manufacturing environments. It defines Lean thinking, outlines its history and key concepts, and provides a case study of how Virginia Mason Medical Center successfully implemented Lean in a healthcare setting. The document explains how Lean was used to stabilize processes, standardize workflows, simplify tasks, eliminate waste, and continuously improve operations, resulting in significant benefits like reduced costs, errors and waste.
The document discusses the Balanced Scorecard framework for communicating strategy throughout an organization. It outlines several key barriers to effective strategic implementation, including lack of understanding of strategy, misaligned objectives and incentives, and failure to link budgets and resources to strategy. The Balanced Scorecard addresses these barriers by translating strategy into clear objectives and metrics, and linking all organizational efforts and processes to the successful execution of strategy. The document outlines a seven-step process for developing a Balanced Scorecard, including establishing strategic focus areas, building a strategic grid to capture objectives and their relationships, defining metrics, setting targets, and launching programs to implement the strategy across an organization.
This document outlines an accounts receivable process for a company. It involves collecting a 50% deposit upfront from new clients in the form of a check or credit card. If payment is declined, work is discontinued or alternate payment is sought. After design work is completed, an invoice is sent for the remaining 50% balance. If not paid within 30 days, the account is sent to collections. Production only begins once full payment is received.
The document discusses receivable management and outlines several objectives and factors related to managing accounts receivable. The key objectives of receivable management are to obtain optimal sales volume, control credit costs, maintain an optimal investment in accounts receivable, and maximize firm value. The nature of maintaining receivables involves risk, economic value, futurity, and credit sales/collection periods. Costs of maintaining receivables include credit department costs, credit evaluation costs, opportunity costs, discounted payment costs, selling/production costs, and bad debts costs. Factors affecting receivable size are credit sales volume, credit policy, trade terms, and seasonality of business.
Receivables are sales made on credit. Managing receivables effectively requires establishing credit policies, evaluating customers, monitoring receivables aging, using collection methods like lockboxes and factoring, and controlling receivables through metrics like days sales outstanding and ABC analysis. Factoring allows firms to arrange receivables by having a third party collect payment and assume credit risk in exchange for an upfront payment.
- An account receivable represents money owed to a company for goods or services sold on credit. When an account receivable becomes uncollectible, it is recorded as a bad debt expense.
- There is an upside to offering credit sales by encouraging purchases, but there is a downside in that some customers will delay payment or not pay at all, creating bad debts.
- Companies must investigate outstanding accounts receivable to identify bad debts, which are difficult to determine if a customer is merely late or unable to pay. Accounting standards provide two methods to account for doubtful accounts and bad debts.
- Receivables are claims against other entities that are usually settled in cash, including trade receivables from normal operations and non-trade receivables from other activities.
- Accounts receivable must be adjusted on the balance sheet to reflect their net realizable value by creating an allowance for doubtful accounts to account for expected uncollectible amounts.
- There are two main methods for accounting for uncollectible receivables - the direct write-off method and estimated bad debts method.
1. The document discusses various techniques for managing receivables, including determining appropriate credit standards, analyzing creditworthiness, setting credit terms and collection policies.
2. Key aspects of receivables management include balancing the costs and benefits of maintaining receivables, assessing factors like a customer's capital, character, collateral, capacity and economic conditions.
3. Techniques for analyzing receivables policies involve marginal analysis to accept changes where marginal returns exceed costs, and heuristic or discriminant analysis using factors from a company's experience to establish credit limits.
The document provides an overview of an end-to-end accounts receivable process. It discusses topics such as qualifying customers, monitoring payments, managing collections, using credit reports and insurance, and outsourcing collections. The importance of written policies, ongoing evaluation of risks, and training staff on the accounts receivable process are emphasized.
This document discusses receivables management. It begins by defining receivables as sales made on credit that represent amounts owed to a firm from customers. Effective receivables management involves establishing credit policies, evaluating customer creditworthiness, and controlling receivables. The objectives are to maximize return on investment in receivables while allowing sufficient sales growth. Key aspects covered include granting credit, costs of receivables management, collection methods, and analysis of receivables aging and customer importance.
This document summarizes key aspects of managing receivables, including:
1) Defining receivables as unpaid amounts from credit sales and outlining objectives like collecting accounts receivable.
2) Explaining reasons companies offer credit like promoting sales and factors affecting credit policies like collection costs.
3) Describing steps in determining credit policies including evaluating customers' character, capital, and repayment ability.
4) Outlining collection policies for overdue accounts involving escalating efforts like phone calls, visits, and legal action if needed.
Jeffrey Taylor has over 19 years of experience in change management and business transformation. He has worked with many large companies implementing lean process improvements and continuous improvement methodologies. Some of his responsibilities include value stream mapping, leading kaizen events, training employees, and developing lean roadmaps. He aims to simplify processes, improve productivity, reduce costs and increase quality.
Business process analysis and optimization: A pragmatic approach to business ...Mozammel Hoque
The rapidly changing economic and socio-economic environment has led to think how to keep the business processes continuously optimized in highly uncertain and unexpected markets. This turbulent market situation has been brought two major challenges - Socio-cultural (Behavioral) challenge and Technical challenge (IT). The current industry practice and the academic researchers are trying to get out of this by looking the answer from the technology and business model end: “HOW” to manage the challenges of continuous change concentrating on flexibility and speed, maintainability and scalability, cost. Aftermath of it, there is numerous business process modeling techniques are being proposed by the researchers and the technology industry that well captures both approaches - Quantitative analysis: Objective Approach and Qualitative analysis: Subjective Approach though these approaches have its own drawback. (It is not the purpose of this seminar to enlighten on this drawback.) But, the socio-cultural challenge is ignored though our investigation reveals that Information behavior changes faster than information systems, which has driven us to work on it. Therefore, the aim of this seminar is to demonstrate how socio-cultural factors have significant impact, i.e. WHY IT MATTERS, on the success of business process optimization.
Business Process Professional: Dream Job of the FutureNathaniel Palmer
My presentation from the breakfast keynote at the Forrester Business Process Forum; focus on the career path of business process professionals from the perspective of a hiring manager.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
AN HIGH INFLUENCE PMO IN AN AGILE WORLDKenMartin18
An Enterprise PMO (EPMO) is a PMO that is able to operate at the corporate side of the business ensures that projects are aligned with the strategic goals of the organisation. With executive support, enterprise PMOs influence strategy, drive key initiatives, and control changes across the organisation.
The document discusses SAP Enterprise Modeling Applications (ARIS) and how it can help with business process management strategies for SAP. It covers the business process management lifecycle from analysis and design to implementation and monitoring. Key points include how the tool can help design flexible processes, close the gap between business and IT, and accelerate implementation projects.
Bridging Business and IT, a structured approach. This is the presentation as delivered at the Ducth SAP User Group (VNSG) on April 15th in Groningen, The Netherlands
This document is an invitation to the BITCON 2012 conference taking place June 13-15 in London. The conference will focus on forging strategic partnerships between business and IT to drive innovation and future success. Speakers will discuss topics like process improvement, data management, customer-centric processes, change management, and effective collaboration between business and IT. Attendees will have opportunities for peer-to-peer learning and discussion. The invitation encourages business leaders to attend in order to stay ahead of technological changes and leverage the potential of partnerships between business goals and strategic IT.
Forging Strategic Partnerships to Innovate for future success
BITCON unites business and IT: enabling you to achieve value-driven change within your organisation.
Currently leading the discussion of business critical innovation with executive peers and exchange the strategies that define the future of enterprise in the technological age.
BITCON 2012: Business & IT Connections is the only platform for active dialogue focusing on innovative technology and strategy. The aim? To drive competitive improvement through business transformation, workforce engagement and a strong working relationship between business and IT leaders.
Whether you are starting out on your journey, or are looking at the next generation of integrated technologies, the launch of PEX Network’s BITCON global series
Register for BITCOM for Free: http://tiny.cc/lgabbw
The document is a presentation given by Dave Glowacki, VP of Product Engineering at LexisNexis Risk Solutions, about his role as Chief Portfolio Officer (CPO). As CPO, he oversees project management, engineering project management, and platform engineering. He discusses how LexisNexis manages projects through a light, iterative process focused on relationships and delivering quickly while protecting culture. The role of CPO involves portfolio management, program/project management, and influencing processes to balance needs and guide strategic objectives.
This document announces a workshop on knowledge-enabled business process management. The workshop will discuss how business process management (BPM) can help structure collaborative knowledge work. It will cover topics like the types of knowledge workers, the evolution of BPM, how to design and model processes, and how to embed knowledge in processes. The workshop aims to show how cloud-based BPM can support disruptive business innovations. It is aimed at business managers, knowledge managers, and IT professionals interested in using BPM to improve operations.
Polymita is a world leading Software Company specialized in Business Process Management. We allow companies to identify the key processes that add value to a company and then optimize them providing operational excellence, agile business cycles and accountabiliy on the activities.
This document provides an overview of a 3-day "Business Analytics" workshop for practitioners. The workshop aims to impart an understanding of data-oriented thinking, equip participants with statistical tools to identify, analyze and interpret data for improved performance, and foster a data-centric culture. The workshop will cover topics like identifying opportunities from data, basic statistics, analytical tools, statistical tests, regression, forecasting techniques and more. It will include practical exercises and cases. The target audience are individuals and teams from across organizations and industry domains. The workshop will be led by an experienced principal coach with expertise in areas like Lean Six Sigma, customer service, and analytics.
The document is an agenda for the 12th annual MBA minority student case competition in Cleveland, Ohio hosted by Alternate Hypothesis Consulting. The agenda includes sections on the executive summary, KeyBank's competitive advantages, industry trends, the proposed solution called KeyMet, presentations by team members, return on investment analysis, risks and mitigation strategies, and concluding thoughts.
Bpms, Putting Business In The Driver’S Seathanshantson
The document discusses business process management systems (BPMS) and how they enable agile and process-managed enterprises. It provides an overview of what BPMS is, the benefits it provides like increased efficiency and responsiveness, and how it allows businesses to adapt more quickly. The document also outlines key elements needed for a BPMS like a process engine and user directory, and tips for getting started with BPMS like taking a pragmatic approach, defining a dedicated team, and looking for quick win projects.
The Performance Conference is an annual event focused on performance management systems, measures, metrics, employee performance, and process improvement initiatives. The 2009 conference will be held May 4-7 in Orlando, Florida and feature 10 comprehensive tracks on topics related to performance management. It will include keynote speakers, breakout sessions, workshops, and networking opportunities for executives and professionals involved in organizational performance and strategic planning. The goal is for attendees to learn best practices in performance management to improve organizational performance and profitability.
Vikram Malik has over 11 years of experience in IT consulting and business process management. He has worked on large, global transformation programs involving process reengineering, developing enterprise architectures, and establishing BPM functions. Currently he is a Process Architect at Hewlett Packard Enterprise where he leads process modeling engagements and defines their process modeling methodology.
20090901 London Enterprise Session V3 ColourRogerBurlton
The document provides an overview of business process architecture and why it is important. It defines a business process architecture as a set of models and documents that describe an organization's business processes, their relationships, and how they align with strategic goals. The document discusses modeling enterprise processes, defining performance measures, establishing process governance, and aligning capabilities. It emphasizes that a business process architecture helps ensure enterprise processes support strategic intent and stakeholders.
7 Rights newest invention on information system.Md Al Amin Raju
7 RIGHTS and which organization helps to do it. And please mention that at the University of Chittagong, Bangladesh, under the faculty of Business Administration, this 7 RIGHTS was disclosed first time in this manner and the professors as audiences agreed on it. Also, link this to the research article.
The document provides definitions for over 100 terms related to business process management (BPM). It begins by explaining that BPM concerns the goal-driven design, management, and execution of business processes. Many organizations currently manage or plan to start managing their business processes in order to work smarter, better, and faster. However, few organizations excel at applying BPM principles and techniques due to a lack of domain knowledge and shared understanding of key concepts. The document aims to collect and explain the most important BPM concepts to provide clarity.
Similar to Business Process Excellence For Financial Services (20)
Business Process Excellence For Financial Services
1. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
Who Should Attend? Attendees will represent
financial services companies including:
Heads of IT, Data and
Infrastructure including:
Retail banks Asset management
Investment banks firms
CIO / COO / CTO / Director Private banks Investment vehicles
VP / Heads of Re-engineering Commercial banks Trading houses
VP / Heads of / IT Director Insurance companies Clearing and settlement
Chief Architects Pension funds houses
VP / Director of Operations Loan and financing firms
What did delegates say about IQPCs 2011 Business Process
Excellence for Financial Services forum?
Business Process, Transformation, “Valuable tools and approaches to increase BPM adoption.
Improvement & Operational Unit Heads Excellent networking opportunities.”
including:
Director IT Architecture, Nationwide Insurance
VP/Head of VP/Head of BPM
Process Excellence VP/Head of “Extremely valuable!”
VP/Head of Lean/Six Sigma
Process VP/Head of Bank Vice President, Citigroup
Management Services
VP/Head of VP/Head of “I think IQPC provides excellent opportunities for
Business Process Enterprise
VP/Head of Architecture
conferencing, learning and interacting with peers etc in the
Change Delivery VP/Head of area of strategic change and transformation including
VP/Head of Business supporting methodologies, models and tools AND sharing
Service Quality Transformation experiences! Being in the USA for this event was a new
VP/Strategy and VP/Head of
Operations Process experience for me after participating on some occasions
Transformation already in London. Interesting, a little different, yet much
also similar.”
Senior Transformation Manager, Nordea
2. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
Monday, 17th April 2012: PRE CONFERENCE WORKSHOPS
Workshop A 09.00 – 12.00 Service Oriented Architecture and Business Process Management: A Comprehensive Approach to
Business Performance
Ensuring sustainable ROI through your implementation efforts with BPM and SOA best practice
Achieving the most productive integration between BPM and SOA programs across your business through technology, methodology,
and governance
Optimization of project delivery methodologies and approaches to maximize process consistency and delivery efficiency
Defining common metrics, goals and strategies to achieve optimal business enablement
Continuously capturing feedback data and identifying improvement opportunities to sustain the change
Workshop B 12.30 – 15.30 Technology as an enabler: Business Process Management Suites (BPMS) and how to leverage them
to best support process management approaches
Driving BPM to deliver increasing levels of business value
The different BPM technologies available, the key differences and the benefits for your programme
The different delivery platforms (Cloud, opensource, software etc) and the opportunities and risks associated with each
How to get the most out of your technology investment: leveraging BPMS as an critical enabler to process understanding,
management and control
Workshop C 16.00 – 19.00 Defining the value of process excellence using measurement: Establishing the metrics and KPI’s
that best fit you and your organisation
How to use metrics in your processes
Establishing a BPM metrics approach
Using metrics to measure process improvements
Quantitative vs. qualitative measurements: finding the right balance
Techniques for quantifying non-quantitative measurements
Reporting value and BPE programme ROI: what does success look like?
3. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
TUESDAY APRIL 17th 2012: CONFERENCE DAY 1
08.00 - 08.30 Registration and refreshments
08.30 - 08.40 Chairpersons opening remarks
08.40 - 09.20 Creating and sustaining business value – and growing revenue - through business process excellence
programs
OPENING
KEYNOTE What are the critical capabilities needed to develop an integrated, enterprise-wide process excellence approach
to improve business agility and seize and sustain growth opportunities?
What are the top ROI opportunities that can be exploited to drive value and accelerate time-to-outcome?
How new strategies and technologies can be utilized to prevent capital leakage
Transitioning your process excellence strategy from cost-out to revenue growth
How can process excellence ramp up revenue growth while increasing control and reducing risk?
9.20 – 10.00 Process re-engineering and development: Designing the perfect process model for your business
Using process modelling to move form ‘As-is’ processes to designing future process states
Starting with the end in mind: Weighing up different factors and goals when modelling future state process
Case Study across the business
How to most effectively leverage the latest modelling tools to predict and ensure optimal business results form
business process improvement and management implementations
10.00 - 10.30 Coffee & Networking
Structured 1-1 meetings
10.30 - 11.10 How processes drive business performance: Why is Business Process Management critical for
organisations today?
Vendor
What’s driving the organisational agenda? And how does BPM support that?
What’s happening at C-suite/business level that is making BPM important?
The evolving nature of BPM: Where are we today and where do we need to be tomorrow?
Why is the business coming to an understanding of BPM? And what can BPM do for the business?
Defining the end goal and guiding the journey. What does true enterprise process maturity look like?
4. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
11.10 – 11.50 Leveraging business-driven enterprise solutions to drive transformation programs to successful delivery
Large-scale change vs. continuous improvement: translating strategy into enterprise-wide implementation
Delivering sustainable, broad-scale enterprise process improvement: creating the framework
Case Study Re-engineering end-to-end, customer facing processes: connecting the dots between strategy, process,
operations and IT
Bridging the gap between business and technology by integrating and aligning BPM with IT practices
Using BPM systems to rapidly enable transactional processes, enhance customer delivery and deliver
sustainable and immediate improvements in workflow.
Ben Mellett , VP, Strategic Initiatives, Retail and Business Banking, CIBC
11.50 – 12.50 Lunch & Networking
Structured 1-1 meetings
12.50 – 1.20 Based on specific technology needs and key areas for investment from the community, quick fire test drives will run in
parallel for all attendees in the exhibition hall. Demonstrations and product outlines will be delivered at the sponsors
exhibition stand and included on the official agenda.
Technology Test
Drives Technology/product demo slot is available for the following areas:
Process mapping / Process modelling
Workflow management software
Data visualisation/dashboarding
Business Activity Monitoring (BAM)
Business/operational Intelligence
Cloud based BPM
Case management
Document Management
Project and portfolio management
Case management
Social BPM
1.20 – 2.00 Removing barriers to change: Creating a sustainable Systems of measurement: Leveraging and
business process excellence culture interpreting metrics to optimize process
improvements
Striking a balance: encouraging innovation to create
Calculating the true value of process excellence:
a pull for improvement while driving change through
Going beyond financial metrics
the push from senior management
Choosing the right PEX metrics – those that are
Is change management a critical element of BPM?
5. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
How much effort and attention should be given to directly connected to strategy and performance
managing change? Quantitative vs. qualitative measurements:
Driving change to the corporate environment - and finding the right balance
anticipating and dealing with the consequences Using performance and process metrics to
Developing a strategy to gain buy-in from your change organisational culture
workforce
Building internal connectivity and collaboration in a
decentralised framework?
2.00 – 2.40 Creating a customer driven business process
Crossing the boundaries of functional silos to achieve architecture
cross-functional collaboration with increased
transparency and process optimization Learn how to connect your data and analytics
capabilities to define processes tailored to
Uniting business and IT improving your customer service
Using process-centric analysis to eliminate
bottlenecks by focussing on end-to-end process and Using SS to benefit the customer experience
flow
Crossing the boundaries of functional silos to achieve
cross-functional collaboration with increased
transparency and process optimization
Removing costly and inefficient variation by deploying
standardised processes and systems across the
organization that retain the flexibility to adapt to
varying levels of maturity
2.40 – 3.10 Coffee & Networking
Structured 1-1 meetings
6. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
3.10 – 3.50 Process Governance: Achieving process based MDM and BPM: Increasing the visibility and
advantage in the current economic and regulatory accuracy of data for decision making across the
climate organisation
Defining the responsibilities of process owners With increasingly complex, virtual and global
Overcoming the middle management hurdle: businesses, the quantity of data collected surrounding
Achieving a culture change from the middle out into operations is not only increasing significantly, but
the organization increasingly globally dispersed within virtual networks.
This means, the need for Master Data Management
Engaging and training your middle managers to
and real time business and process intelligence is
create the infrastructure to achieve and sustain
crucial in order to get an accurate picture of the
continuous improvement
organisations real time operations and support critical
Identify how your current process improvement tools
decisions around operational and process
can be uses and integrated smoothly into a broader
improvement/management.
BPM framework coupled with existing Enterprise
Architecture and IT
What is big data? And why is data management
important to Process and operational leaders?
Increasing the visibility and accuracy of data to
aid intelligent decision making and increased
responsiveness
Developing a process for creating and changing
master data in applications
3.50 – 4.20 Structured 1-1 meetings
4.20 – 5.00 The PEAK PERFORMANCE challenge: How to stretch your individual performance to the limit and achieve
excellence!
Performance and Jim Steele is truly one of the most charismatic presenters in the business world today. Addressing organizations
throughout the globe, Jim has the proven ability to deliver material that inspires, educates, and entertains. He is
Change Keynote
fascinated by the nature of peak performance and what to do to get this level and sustain it. So much so, that he has
spent much of the last decade working with highly successful individuals from business and sport, seeking to
understand not just what makes these people tick, but what makes them tick so much faster, stronger and longer.
Jim is a tireless reader, gradually piecing together his own unique take on peak performance, particularly The Success
System that Never Fails by W Clement Stone and Success Through a Positive Mental Attitude by W Clement Stone and
Napoleon Hill as having been particularly influential. Jim has worked with around 40,000 delegates since his highly
successful “Breakthrough to Peak Performance” book was published some 10 years and still inspires many high
performing individuals in business.
7. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
His passion for excellence and results has led him to address audiences consistently every week across the globe, and
his energy, insight and great sense of humor creates a massive impact whenever he in on stage. You will not fail to be
inspired and realize in the moment what you can truly achieve.
In this fascinating keynote discover, understand and learn;
• How you can reach peak performance and achieve excellence in any role
• What turns average performers into high performers
• How to apply a structured but simple approach in your business that will make the real difference
Jim Steele, International Speaker on Performance, Meta-Lucid
17.00 Chairperson’s Day one Summary
Close of Day and Networking Drinks
8. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
WEDNESDAY APRIL 18th, 2012: CONFERENCE DAY 2
08.00 - 08.30 Registration and refreshments
08.30 - 08.40 Chairpersons opening remarks
08.40 – 9.40 The new regulatory climate: The impact and implication of new regulatory powers on process excellence
programs
REGULATOR
PANEL Helping your company protect itself and look good before the regulator: Using business process excellence
tools to ease the regulatory load
Why compliance must be seen as part of a long-term process excellence strategy
Invited regulatory agencies include:
FSA
Federal Reserve Bank
FINMA
9.40 – 10.20
Building future competitive advantage by taking a proactive approach to regulatory compliance
Case Study Leveraging the current regulatory climate as an opportunity to drive change
Creating a compliance culture: approaching compliance as part of an enterprise-wide process excellence
strategy
Leveraging compliance synergies across the enterprise by formulating and designing fully integrated processes
Creating a risk awareness culture through training, communication and process improvement to minimize your
continual expenditure
Optimising process frameworks to mitigate as well as measure operational risk
Alan Demers, Vice President & Chief Quality Officer, American Express Company
10.20- 10.50 Coffee & Networking
Structured 1-1 meetings
9. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
10.50 - 11.30 Dynamic regulation, dynamic organization, dynamic processes: Leveraging BPM in the new regulatory
climate
Case Study
Uniting disparate technologies to create a coherent, efficient compliance architecture
Restructuring data flows to increase control and compliance
Assessing the impact of proposed process changes in order to prevent greater operational risk
Adopting a process-driven approach to data management and the execution of compliance practices to ensure
that all appropriate checks and audit trails are in place and can be carried out in a streamlined, automated
fashion
Increasing process integration and automation to
o Improve accountability
o Increase management visibility is increase
o Enforce compliance policies
o Improve alerts and audit trails
Brenton D. Harder, Managing Director and Head of Operational Excellence, Credit Suisse AG
11.30 – 12.10 Enabling operational intelligence for the responsive and agile enterprise: Combining process intelligence
with business analytics for increased insight
Linking process to performance for increased insight
Vendor and Case How well do you know your business? Linking business and real time operational intelligence into BPM
Study platforms for greater awareness and responsiveness
Are BI, OI and BAM stand alone disciplines or should they be integrated as part of the BPM process? How is
best to manage this from an IT ownership and governance point of view?
What new platforms are now available that allow BI and BAM to feed into and create real time dash boards for
use in Business process improvement and key decision making? How can these be used to best effect to
optimise business value?
Linking business and operational intelligence information to complex event processing to solve operational
anomalies quickly
12.10 – 1.10 Lunch & Networking
Structured 1-1 meetings
1.10 – 1.50 Business Process And Beyond: Technology, Innovation And Agility
Enterprise BPM: Creating an global process architecture to support enterprise wide BPM
Special Edition In today’s increasingly complex global organisations is creating one enterprise architecture really possible?
BPM Visionary And if so, what does it look like?
How do you move from a functional modularity and siloed frameworks to an enterprise system for Business
10. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
Panel Process Management
Creating a enterprise architecture for optimal service delivery: Creating a true end-to-end process approach
that links to SOA and the next level of customer orientated architectures
Creating uniformity across the organisation: Joining up data and information across different legacy
technology and process infrastructures across the business
1.50 – 2.30 Process Improvement and Risk Management: How to leverage Business Process Management to mitigate
critical operational risk
Case Study
What is the relationship between quality, BPM and risk management?
How can you integrate risk management tools into your BPE framework?
Assessing the level of risk in proposed process changes
Doing a risk assessment: where is the most operational risk in your business?
Developing appropriate analytical methods to determine leading indicators of risk so you can proactively
address sources of risk and rapidly resolve continuing risk issues arising in your business
2.30 – 3.00 Coffee & Networking
Structured 1-1 meetings
3.00 – 3.40 Taking a new look at your customers and stakeholders through the BPM lense
This discussion session explores potential strategies and tools within a BPM framework for optimizing business
Roundtable processes with a focus on service delivery for your external and internal customers and stakeholders. How can BPM
Discussion Groups optimize the collection and analysis of customer/stakeholder data and process data to find the synergy for a continual
growth and service plan?
Defining a customer focused data collection strategy to drive your business based on customer needs
How to engage staff to reform their thinking to a client-centric mindset
Seeing the customer and stakeholder benefit at the end of every process design to ensure you prioritize areas
for future improvement based on maximum business impact
How to review your processes based on negative feedback
11. Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY
3.40 – 4.20 Mapping your vision for the future of global process improvement: Where should you be focussing your
continuous improvement efforts?
Panel Defining a Lean future for your business by first assessing your existing business model
Where should you be focussing your continuous improvement efforts?
Getting a clear picture of your programmes strengths and weaknesses
Driving higher productivity: what are the key tools you need now?
Examining core and non-core processes to optimise what you do best – and outsource the rest
Moving beyond Lean and Six Sigma: transforming your improvement management system
4.20 Chairperson’s Closing Remarks
Conference Adjourns