Business Process Reengineering Powerpoint Presentation Slides

Business
Process
Reengineering
Your Company Name

Table Of Content
08
07
06
05
01
02
03
04
Identify The Change
Vision For Change
Change Management Agents
Change Management Framework
Resistance And Risk
Implementation Strategies
Cost Of Change
Feedback And Evaluation
2
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Identify The Change
Types Of Change Management
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needs and capture your audience's attention.
Forces For Change
Vision For Change
Gap Analysis
Organization Change Readiness
3

Types Of Change Management
Description Used For Who Impacted
Systemic
Management of the systemic changes
associated with IT applications,
architecture or infrastructure
▪ System implementations
▪ Software upgrades
▪ Other it changes
IT professionals
Project
Management of score or schedule
change for a specific
▪ All Projects
▪ Project Core Team
▪ Extended Team
Organizational
Planning & implementing the tools,
processes, skills & principles for
managing the people side of change
to achieve the required outcomes of a
project or initiative
▪ All Projects
▪ Many System Implementations
▪ Most Software Upgrades
▪ Many other IT changes
▪ Company Restructuring
▪ Mergers & Acquisitions
▪ Introducing new channels, brands
or business Models
▪ Targeted employees or
departments
▪ Ancillary Employees or
Departments
▪ IT Professionals
▪ Stakeholders
Change happens at every level of
your organization. We have listed
common changes which happen in
an organization. You can choose
the type of change your
organization is going through
4

Forces For Change
Option 1
Option 2
Mergers & Acquisitions
Political-Legal Reasons
Electronic Commerce
Social-Culture Reasons
Privatizations
New Technology
Digital Convergence
Knowledge Economy
There are several reasons for
change at every level of your
organization. We have listed few
reasons for the changes that
happen in an organization. You
can choose the appropriate reason
for your organization
Use pie chart for thais slide
5

Define Your Vision (Option 1 of 2)
Where you want to be
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
Where you are
Define your Vision for change
management considering what are
the current situation/ challenges of
the organization and what it will
look like in future
6

Define Your Vision (Option 2 of 2)
Step 1
Step 2
Step 3
Step 5
Step 4
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
Where you want to be
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
▪ Your Text Here
Where you are
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capture your audience's attention.
GAP analysis helps in identifying
key areas of improvement from
current state to future state. Using
this tool, you can make important
decisions about the future and
how the business needs to
change.
7

Gap Analysis
Current State Future State Gap
Actions to close
Gap
What What happen? What should it look like? What is different?
What will be done to
address the gap?
Where Where is the confusion? Where will it change? Where will it be different?
Where will it be
addressed?
When When is it done? When will it change?
When are the
differences needed?
When will it be addressed?
Who Who does the work? Who will do this?
Who will identify & validate
the gap?
Who will make the decision
& complete it?
How How is it sequenced?
How will it be timed
& resourced?
How will the gaps be
improved?
How will it be rolled out?
GAP analysis helps in identifying
key areas of improvement from
current state to future state. Using
this tool, you can make important
decisions about the future and
how the business needs to
change.
8

Organization Change Readiness Checklist (1/2)
People Readiness Action Required When Completed
Business Unit / Product Group Actions
Is the auditing & metering tool configured?
Have the business unit contacts been briefed by the project team?
Has the priority for this project been set by the business unit management team?
Training
Has the target training audience been identified and nominated?
Has a training needs analysis been carried out?
Is the training information sheet available?
has the training provider been established?
Has the training co-ordinator been provided with the training details and put in place the
necessary arrangements?
Will all field readliness criteria have been practically met prior to training roll-out?
Deliverable
▪ Your Text Here
▪ Your Text Here
Implementation
Team Leader
▪ Your Text Here
▪ Your Text Here
Implementation
Sponsor
▪ Your Text Here
▪ Your Text Here
This checklist is
an important factor in successful
implementation of new policies,
programs. A detailed checklist
must be completed to ensure all
elements of the change have been
addressed
9

Organization Change Readiness Checklist (2/2)
Systems Readiness Action Required When Complete
Information & Communications Technology (ICT)
Is the auditing & metering tool configured?
Content
Have the approved procedures/policies been published?
Do the proposed users have access to appropriate documentation?
Business application
Is there a software application relevant to this deliverable?
Is there a support model for this application and are the details
available for distribution?
Has the relevant IT business unit been notified of Installation and
support requirements?
This checklist is
an important factor in successful
implementation of new policies,
programs. A detailed checklist
must be completed to ensure all
elements of the change have been
addressed
10

11
Change Management Agents
Board
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Adapt it to your needs and
capture your audience's
attention.
Sponsors
attention.
Leaders
attention.
Team Members
attention.
Stakeholders
attention.

Change Management Board
Change Manager
(Chair)
Secretary
Finance Manager
Service Level Manager
Release Manager
Business Case Representative
Problem Manager
Application Manager
Board play an essential role in an
organization's overall change
management strategy. You can
edit the slide to add the names of
change management board
members of your organization
12

Stakeholder
▪ Stakeholder 1
▪ Stakeholder 2
▪ Stakeholder 3
▪ Stakeholder 4
Leadership
▪ Leadership 1
▪ Leadership 1
▪ Leadership 1
▪ Leadership 1
22%
78%
13
Change
Management
Sponsors

35%
33%
19%
8%
5%
Vision
Energizing People
Communication
Competence
Charisma
Define Role Of Leadership In CM
Successful organizational change
depends on leaders and their level
of involvement in the process of
change. We have listed few
responsibilities of leadership. You
can edit this based on your
requirement
14

15
Define Role
Of Team
Members
You can edit this slide and
mention the responsibilities of key
team members involved in the
change management process
▪ Take Responsibility For Key Initiatives
▪ Coordinate Project Team
▪ Report To Business Unit GM And Change Office On Project Progress
Project Leaders
▪ Develop Leadership Change Management Capability
▪ Provide Ongoing Change Advice To Leaders
Release Management Role
▪ Coordinate Project Infrastructure & Integration
▪ Prioritize And Plan Overall Project Timeframes
Process Co-ordination Role
▪ Take Responsibility For Key Initiatives
▪ Coordinate Project Team
▪ Report To Business Unit GM And Change Office On Project Progress
Performance Management Role

Role Of Key Stakeholders
Driving
Advocacy
Active Participation
Understanding
Willingness
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it to your needs and capture your
audience's attention.
You can edit this slide and
mention the names and roles of
key stakeholders who influence
the change management decision
16

Process
attention.
Plan
attention.
Tools
attention.
Models
attention.
Change Management
Framework
17

▪ Change request board
reviews change request
▪ CRB selects the process
map based on the change
request
▪ CRB routes the plan for
necessary approvals
Review by Change
Request Board ▪ Rollout changes
▪ Allocate resources
▪ Communicate changes
▪ Align system, structure
& policies
Implementation
Identify the change &
all the particulars of
the change
Initiate Change
Request ▪ Identify the impact of
changes
▪ Anticipate and mitigate
the risks
▪ Develop implementation &
release strategies
Planning
▪ Evaluate the
effectiveness of the
changes
▪ Review the areas of
resistance and prepare
strategies to manage it
Review
▪ Maintain
momentum
▪ Apply methods for
continuous
improvement
Sustain
Change Management Process
The change management process is
the sequence of steps or activities that
a change management team follow to
drive change management. We have
mention basic steps of change
management process. You can add or
delete the steps based on your
requirement
18

SR No Change Request Priority Impacts Effort Hours $ $ Total Approved
1 Change Request # Priority Impacts Requirements 10 $100 $1000
Approved
By
2 Change Request # Priority Impacts Design 20 $200 $4000
Approved
By
3 Change Request # Priority Impacts Test 30 $300 $9000
Approved
By
4 Change Request # Priority Impacts Implementation 40 $400 $16000
Approved
By
Approved
By
6 Change Request # Priority Impacts Design 60 $600 $36000
Approved
By
7 Change Request # Priority Impacts Test 70 $700 $49000
Approved
By
8 Change Request # Priority Impacts Implementation 80 $800 $64000
Approved
By
Approved
By
Change Management Plan
A basic plan defines activities and
roles to manage and
control change during the execute and
control stage of the project template
basic structure has been shown in this
slide. You can edit it based on your
requirement
19

Change Management Tools 20
Stakeholder
Analysis
Identify stakeholder
engagement levels for
mutual solutions
Change Impact
Assessment
Identify potential
impact of change on
the organization
Job Impact
Assessment
Ascertain the impact
of change on roles &
people
Change Effectiveness
Assessment
Determine the need to
re-evaluate the current
approaches to ensure
sustainability of change
Change Readiness
Assessment
Diagnose AS-IS
situation & evaluate the
employees readiness
towards the change
Tools

Change Management Models
CM
Models
The Johari
Window
Kotter's Eight Phases of
Change
The ADKAR
Change Model
The McKinsey 7S
Framework
The Burke-Litwin
Change Model
Leavitt's
Diamond
Lewin's Three Stage
Change Model
Bridges' Transition
Model
Change Curve
Model
Various models used in change
management process have been listed
down. You can choose one or more
models based on your requirement
21

Lewin's Three Stage Change Model
▪ Educate (everyone
understands)
▪ Inform (what, why, when, how)
▪ Consult (seek views & ideas,
allow thinking time, use others’
ideas )
▪ Plan (objectives, resources,
time-scales, measures,
budgets)
▪ Organise (work plans)
▪ Appoint (leaders, managers,
teams)
“Readiness to Change”
Unfreezing
▪ Praise
▪ Encouragement
▪ Recognition & empathy
▪ Coach
▪ Train
▪ Lead
▪ Manage
▪ Help & guidance
▪ Regular feedback
▪ Provide adequate
resources
“Implementation”
Changing
▪ Set performance indicators
▪ Monitor & evaluate
performances
▪ Establish systems to make it
happen
▪ Establish controls to check it is
happening
▪ Rewards for new behaviour
▪ Sanction (or lack of reward) for
old behaviour
▪ A period of relative stability
(consolidate)
“Making it Stick”
Refreezing
We have mentioned a framework of
Lewin’s three stage model, you can
use it as per your requirements
22

ADKAR Model
ADKAR MODEL
Phases
of
a
Change
Project
Phases of Change for Employees
Awareness Desire Knowledge Ability Reinforcement
Implementation
Post - Implementation
Concept & Design
Business Need
Successful
Change
This slide shows framework of
ADKAR’s model, you can use it as
per your requirements
23

Bridge Transition Model
Ending Transitions New Beginning
Uncertainty
Exploration
Skepticism
Commitment
Bridge Transition model, you can
use it as per your requirements
24

Szpekman's Communication Framework
Knowledge / Skill Emphasis
▪ Competency Models
▪ Hiring Processes
▪ Orientation Programs
▪ Training & Development
▪ Feedback & Coaching
▪ Talent Planning
Measures
▪ Performance Management
▪ 360 degree Feedback
▪ Employee Surveys
▪ Performance Metrics & Benchmarks
Rewards
▪ Compensation Plans
▪ Benefits
▪ Recognition Programs
▪ Promotions
Structure / Process
▪ Organization Structure
▪ Career Paths
▪ Policies & Procedures
▪ Roles & Responsibilities
▪ Tools & Support
Leadership
▪ Vision & Strategy
▪ Agenda Items
▪ Questions
▪ Praise
▪ Resources
▪ Assignments
▪ Symbolic Behavior
Communication
▪ Communication Plans
▪ Print & Electronic Media
▪ Face-to-Face Communication
Managers
Szpekman's Communication, you
can use it as per your
25

Roger's Technology Adoption Curve
Innovators Early Adopters Early Majority Late Majority Laggards
This slide shows adoption curve of
change, you can edit it as per your
requirements
26

27
Resistance
Management Plan
Resistance to
Change
Risk
Assessment
Risk &
Barriers

Risk Assessment
Risk
No.
Date of
risk
occurring
Brief Description of Risk Low
Mediu
m
High
Mitigation
Action
Approval of
Commencem
ent
Date of Commencement
▪ Identify the risk and assess the
significance and likelihood of it occurring
and plan the contingency.
▪ What risks may occur upfront?
▪ Identify the key concepts that may arise
along the way
along the way
along the way
significance and likelihood of it
occurring and plan the contingency.
along the way
For effectively change
management process, it is
important to identify all the
possible risk elements which
might get associated with it. Below
is a template which you can use to
list down all the possible types of
risk and mention there possible
impact on the project
28

Risk Matrix
Consequences
Likelihood
1
Insignificant
2
Minor
3
Moderate
4
Major
5
Catastrophic
A
Almost Certain
Medium High High Very High Very High
B
Likely
Medium Medium High High Very High
C
Possible
Low Medium High High High
D
Unlikely
Low Low Medium Medium High
E
Rare
Low Low Medium Medium High
Key
Very High Risk
Do Something to control the risk
Immediately
High Risk
Do something about these risks
Medium Risk
Low Risk
Does not need immediate attention
For effectively change
management process, it is
important to identify all the
possible risk elements which
might get associated with it. Below
is a template which you can use to
list down all the possible types of
risk and mention there possible
impact on the project
29

Resistance Assessment Survey
Below is a list of potential areas for resistance that you maybe experiencing in the implementation of the SLM project. For each area indicate the degree to which you agree
or disagree by placing your response in the box from the following scale.
1 (Strongly disagree) 2 (Disagree) 3 (Neither agree or disagree) 4 (Agree) 5 (Strongly Agree)
Assess the across individually and highlight any scores that are greater than three. This area should then become your primary focus for the greatest resistance to your project.
Area of Resistance Description Rating
1. Lack of understanding of the purpose and drives for the changes
There maybe a lack of understanding of the purpose of the project.
There maybe lack of awareness of the need for the change to occur.
2. Feeling of losing control
People support what they have helped to create. If they feel they have not had
sufficient input, resistance usually increases.
3. Lack of support from various levels in the organization
If people perceive that key individuals or groups in their area are not genuinely
supportive of the project, their acceptance is difficult to secure.
4. Feel there is a real threat to my existing power, job security or
personal and career goals
Resistance is increased if people believe the change will result greater
emotional or career costs relative to what they may gain.
5. Concerns about a lack of skills and knowledge
People may resist change if they do not possess the skills or the ability for
optimal performance during and after the change.
6.High level of impact on daily work patterns
Failure to acknowledge and if possible, minimise the impact of project teams
activities and changes on people work patterns tends to promote distrust and
allentation.
7. Lack of time to absorb the changes
The ability of staff to assimilate the change and all its consequences must be
assessed
8. High level of uncertainty
Sometimes just the uncertainties of the situation can make people react
negatively
9. Adverse changes to key working relationships
Adversely affecting the way they relate to others or who they work with or who
they report to.
10. High level of past resentments and dislikes
People may distrust or dislike sponsors or change agents or have had negative
experience around change a lack of acceptance and enthusiasm for the change
will quickly materialise
11. Lack of incentives and rewards
Change involves learning and learning usually involves errors. When people are
not given the freedom to make mistakes while learning they become afraid.
People need to be rewarded for accomplishing the change in the form of
something they truly value.
For the smooth implementation of
change, it is important to identify
all the barriers. Below is a
questionnaire which you can use
to track all the possible barriers
30

Resistance To Change (1/2)
10%
20%
30%
40%
50%
60%
70%
80%
90%
0
2
4
6
8
10
12
14
Project Charter
Too Narrow
Technology users
not Involved
Inadequate Team
& Users Skills
Lack Of Cross-
Function Team
Unrealistic
Expectation
Lack of Executive
Champion
Lack of Executive
Commitment
Limitation Of
Existing System
Resistance to
Change
all the barriers. You can rate all
the possible barriers and analyse
which barriers needs to be dealt
first
31

Resistance To Change (2/2)
10%
20%
30%
40%
50%
60%
70%
80%
90%
0
2
4
6
8
10
12
14
Project Charter
Too Narrow
Technology users
not Involved
Inadequate Team
& Users Skills
Lack Of Cross-
Function Team
Unrealistic
Expectation
Lack of Executive
Champion
Lack of Executive
Commitment
Limitation Of
Existing System
Resistance to
Change
all the barriers. You can rate all
the possible barriers and analyse
which barriers needs to be dealt
first
Low Medium High
32

Resistance Management Plan
Key Areas of Resistance Actions to address Resistance Responsible Person
▪ Your Text Here
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Resistance can be
avoided if you have
effective change manage
ment plan. Use below
template to analyse
which barriers needs to
be dealt first and how.
33

Change Transition Plan
Communicating the Change
Change Management Training
Timeline for Implementation
Sustaining the Momentum
Implementation
Strategies
34

Preparation
Announcement
Grievances
New Positions
Team 1
Telecoms/PC
Management
Owner
ABC
Communications
Owner
ABC
H.R
Owner
ABC
Staff
Relocation
Owner
ABC
IT
Owner
ABC
Milestone 5
Oct 20
Milestone 4
Jun 29
Milestone 2
Mar 7
Milestone 1
Jan 10
Milestone 3
Mar 14
Milestone 6
Nov 30
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Jan 5 - Mar 1
Feb 2 - Mar 14
Mar 14 – May 2
May 25 – Oct 20
Oct 21 – Nov 15
Nov 16 – Dec 20
This slide covers
the timeline of
various process,
you can use it as
per your
requirements
35

Tasks Start
Duration
(Days)
%
Complete
02 09 16 23 30 06 13 20 27 05
Task 1 1/2/12 35 26%
Sub Task
1.1
1/2/12 10 40%
Sub Task
1.2
1/12/12 25 20%
Task 2 1/2/12 66 88%
Sub Task
2.1
1/2/12 30 100%
Sub Task
2.2
2/1/12 25 80%
Sub Task
2.3
2/27/12 10 70%
Task 3 1/2/12 10 40%
Sub Task
3.1
1/2/12 10 40% 40%
40%
70%
80%
100%
88%
20%
40%
26%
This a Gantt chart
representing the various
tasks to be performed
along with there duration
and degree of
completion, you can use
it as per the need.
36

Change Transition Curve
Time
Performance
Numbness
Denial
Panic
Dread
Acceptance
Acknowledgement
Testing
Experimentation
Feelings of optimism Hope
Renewed Energy
Feelings of
satisfaction
Shock
Sudden
Awareness
Blaming Self
Blaming others
Depression
Insecurity
Discovery
Learning
Integration &
New meaning
This curve depicts the
transition process at
different time
intervals, you can edit
it as per your
requirements
37

Communication Plan (Option 1 of 2)
Audience Key Messages Delivery Methods Date
Length of Session
(if applicable)
Location
Example:
Team Leaders
Senior Managers
Sender
Example: Project
Manager
Example:
Staff Users
Sender Example: Supervisor
This table can be
used to prepare plan
for communicating the
change to the
employees. You can
edit it as per your
requirement
38

Communication Plan (Option 2 of 2)
Audience Key Messages
Delivery
Methods
Date
Length of
Session
(if applicable)
Location
Example:
Team Leaders
Senior Managers
Sender
Example: Project
Manager
Example:
Staff Users
Sender Example: Supervisor
This table can be
used to prepare plan
for communicating the
change to the
employees. You can
edit it as per your
requirement
39

Change Management Communication (1/2)
Industry Corporation Groups Individuals
Targeting email
Incentives
Workgroup Newsletters
Off the job Training
Coaching
Conflict Mediation
On the job Training
Soft Skills Training
Job Descriptions
& Goals
Focus Groups
Team coaching
E-Learning
Technical Workshops
Technical Symposiums
Kick-off
Team Development
Departmenta
l Newsletters
Client/Vendors Surveys
Client/Vendors
Workshops
Webcasts
PR Team work
Press Releases
Marketing
Team Work
CxO video
C-Suite lead by example
Mission Statement
Corporate Newsletters
Surveys
Town Hall Meetings
Internal Webcasts
Soft Skills
Hard Skills
Communication Tools Matrix Various channels for
communicating
change has been
listed down. You can
choose one or more
ways depending on
your requirement
40

Channels Under Direct Control Of
Management
Change Management Communication (Option 1 of 2)
Face-To Face
Options
▪ Department Meetings
▪ One-o-one meetings
▪ Town Hall Meetings
▪ Brown Bag Lunches
▪ Training courses and
workshops
Alternate Under Direct
Control Of Management
▪ Emails
▪ Corporate Newsletters
▪ FAQs
▪ Internal Memos
▪ Posters
▪ Intranet
Channels Not Under
Direct Control Of
Management
▪ Market Place Changes
▪ Customer Inputs
Various channels for
communicating
change has been
choose one or more
ways depending on
your requirement
41

Change Management Communication (Option 1 of 2)
Channels Under Direct Control Of
Management
Channels Not Under
Direct Control Of
Management
▪ Market Place Changes
▪ Customer Inputs
Face-To Face
Options
▪ Department Meetings
▪ One-o-one meetings
▪ Town Hall Meetings
▪ Brown Bag Lunches
▪ Training courses and
workshops
Alternate Under Direct
Control Of Management
▪ Emails
▪ Corporate Newsletters
▪ FAQs
▪ Internal Memos
▪ Posters
▪ Intranet
Various channels for
communicating
change has been
choose one or more
ways depending on
your requirement
42

Change Management Training
Session
Modules
Learning
Outcomes
Objectives
Length Of
Training
Session
Target
Audience
Delivery
Mode
Facilitator
43

Change Management Timelines
Diagnose Design Develop Deliver
April Shared
Change Purpose
Define Future State
Define Change
Governance
Change Impact
Assessment
Change Management
Plan
June Visible
Change Leadership
Develop Change Leaders Support Change Leaders
July
Smart
Engagement &
Communication
Stakeholder Analysis Build Change Network
Stakeholder
Communication
September Strong
Individual Performance
Knowledge & Skill
Assessment
Effective Performance
Management
Effective Training &
Knowledge Management
Effective Talent
Management
December Supportive
Organization & Culture
Culture Change
Analysis
Business Process
Alignment
Prepare organization
Design
Behaviour Change Plan
Implement organization
Design
February Meaningful
Change Measurement
Measure Change
Progress
Assess Change
Readiness
44

Sustaining Momentum
This slide is 100% editable. Adapt it
to your needs and capture your
Staying The Course
Reinforcing New
Behaviors
Developing New
Competencies & Skills
Providing Resource For
Change
Building A Support System
For Change Agents
45

Change Management Cost
Task Name Cost 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
Top Down Plan $80,000
Strategy $15,000
Change Readiness
Assessment
$20,000
Execute Change $20,000
Long Term
Sustainment
$20,000
47

Feedback & Evaluation
Change Management Feedback
`
Change Management Experience
Change Management
Performance Dashboard
Timeline For Implementation
Sustaining The Momentum
48

Change Management Questionnaire / Feedback
Descriptor Comments/Feedback
What were the key objectives of the change?
What has enabled you to sustain the change?
Did you effectively plan the change?
Would you do anything differently next time during the planning stage?
Did you communicate with the right people at the right time in the right way?
Would you use different communication strategies in the future?
What worked well with the change process?
What would you do differently next time?
What were the key lessons learned?
49

Results 50
82%
78%
68%
66%
57%
31%
25%
15%
23%
32% 31%
41%
62%
60%
2% 1% 1%
9%
18%
1%
0
10
20
30
40
50
60
70
80
90
Strongly Agree Agree Disagree Strongly Disagree
Effective
Leadership at
all Levels
Strong Sense of shared
purpose one that is
Inspiring and Engaging
Strong
Customer
Focus
Employee
Involvement and
Support for Change
Commitment to
Learning &
Change
Speed of Delivery
Balanced with
Effective Governance
Understanding of the
Impact of the
Organization on
Society

Change Management Experience
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Category 1 Category 2 Category 3 Category 4
16%
46%
77%
96%
Poor (n=244)
Fair (n=653)
Good (n=834)
Excellent (n=165)
Overall
Effectiveness
Of
Change
Management
Program
51

Change Management Performance Dashboard
%Change Implemented Within Target
100
60 40
33 34 56
32 59 80
%Changes Failed
%Emergency Changes
Average Change
Implementation Time
Average Cost Per
Change
%Change Rejected
6
24
40
27
6
Critical High Low Medium None
Changes By Priority
Change Management
Dashboard for Apr 09
Change Management Score
0 20 40 60 80 100
87%
13%
• Emergency
• Abc
52

Business Process Reengineering Icon Slide 54

Business Process Reengineering Icon Slide 55

Clustered Bar
40
30
25
45
0
10
20
30
40
50
Jan Feb Mar Apr
Profit
(In
percentage)
▪ Product 01
15
32
48
40
0
10
20
30
40
50
Jan Feb Mar Apr
Profit
(In
percentage)
▪ Product 02
57

Rader Chart
01/02/2018
01/03/2018
01/04/2018
01/05/2018
01/06/2018
58

Stacked Line with Marker
0
10
20
30
40
50
60
70
80
90
100
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Profit
(In
Thousands) 92%
80%
▪ Product 01 ▪ Product 02
59

Bubble Chart
20
60
30
40
75
55
80
90
10
20
30
40
50
60
70
80
90
100
10 20 30 40 50
Profit
(In
Sales)
▪ Product 01 ▪ Product 02
60

Our Mission 62
Vision
attention.
Mission
attention.
Goal
attention.
Strategies
attention.

Jack Hill
Designation
This slide is 100% editable. Adapt it to
your needs and capture your
Mark Albert
Designation
Rose Smith
Designation
Julie Parker
Designation
Our Team 63

64
Target Audiences
This slide is 100% editable. Adapt it to your needs
and capture your audience's attention.
Preferred by Many
Values Client
About
Us

Quotes 65
When everything
seems to be going
against you remember
an airplane
takes off against the
wind not with it.
Henry Ford

75%
55%
45%
Financial 66

Comparison
Female
Male
80% 60%
67

Idea
Vision
Success
68

69
Puzzle
▪ This slide is 100% editable. Adapt it to your
needs and capture your audience's
attention.
▪ This slide is 100% editable. Adapt it to your
needs and capture your audience's
attention.

Venn
your needs and capture your audience's
attention.
attention.
attention. 01
02
03
70

71
▪ This slide is 100% editable. Adapt it to your needs
Target

Mind Map
01
02
03
04
05
72

Bulb Or Idea
01
02
03
04 This slide is 100% editable.
Adapt it to your needs and capture your
73

Thank
You
Address
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@gmail.com
74

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