The multinational bank initially struggled with a BPM initiative that mapped processes without clear goals or metrics. A new initiative called "Operation Excellence" first focused on understanding performance through key performance indicators before mapping processes. The bank implemented iGrafx software to create dashboards and visualizations of KPIs. This allowed data-driven decisions, such as insourcing HR functions after finding outsourced centers were underperforming. The bank now has over 750 users mapping processes and 1000 regularly using dashboards to improve business performance based on measurement data.
THE GOOD, THE BAD, THE DATA - Artificial Intelligence and Robotic Process Aut...Ken O'Connor
Ronan Fitzpatrick, Director of Digital at PWC shares insights from PWC research on AI and Robotic Process Automation. Ronan explains that insight and trust in your data is pivotal to the successful use of Artificial Intelligence and Robotics.
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Don’t rage against the RPA machine. Why the real robotics revolution requires...OEE Consulting
Robotic Process Automation (RPA) is a powerful tool which will undoubtedly play a key role in the future of the service industry. So what is stopping organisations from maximising the benefits of this so-called digital workforce?
THE GOOD, THE BAD, THE DATA - Artificial Intelligence and Robotic Process Aut...Ken O'Connor
Ronan Fitzpatrick, Director of Digital at PWC shares insights from PWC research on AI and Robotic Process Automation. Ronan explains that insight and trust in your data is pivotal to the successful use of Artificial Intelligence and Robotics.
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Today’s most forward-thinking IT leaders view outsourcing not as a cost reduction tactic but rather as a strategic vehicle and catalyst for transforming the organization into a digital business. They have learned that taking an approach that drives alignment with business requirements, transforms the state of IT, and changes the “work” that is being done not only produces better service levels but also delivers exponentially greater cost savings. In this new white paper, "IT Outsourcing Is Not About Cost Savings", The Outsourcing Institute and WGroup have teamed up to provide guidance to help you rethink IT outsourcing and how you can deliver increased shareholder value.
Increasing project success rates using project behavioral coachingWGroup
This strategy brief discusses the use of project behavioral coaching, which is a technique based on the science of human behavior that can be used with any methodology to drive up success. Covers the high level steps used in performing the project behavioral coaching™ (PBC) technique as a guide for project professionals that desire an introduction to learning the basics.
Don’t rage against the RPA machine. Why the real robotics revolution requires...OEE Consulting
Robotic Process Automation (RPA) is a powerful tool which will undoubtedly play a key role in the future of the service industry. So what is stopping organisations from maximising the benefits of this so-called digital workforce?
Devoteam itsmf 2021 - from business automation to continuous value-driven i...itSMF Belgium
The race for enterprise business process digitalization is raging. IT is often left behind as enterprise budgets for innovation are shifting towards business teams.
During this session, we will present the challenges and our field-tested approaches to catch-up and how to take this opportunity to create new app factories. All the while using low-code and RPA platforms.
You will discover how to capture business demands, and create an operating model for your IT department to stay in control of the applications being deployed, while bringing value at speed.
Workday Webinar: Predict and Prepare for 2011Workday
For the third year in a row, join the country's top IT, HR, and Talent Management analysts and consultants for their predictions of next year's critical trends plus their advice on how you should prepare.
Watch the webinar! http://bit.ly/httH5y
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
A quick introduction to digital transformation. Covering Digital First, Lean, Agile, Leadership, it addresses the 3 core strands - People Change, Process Change and Technology Change. It presents a Systematic approach to Digital Transformation and the need for Governance and Leadership to realise the benefits. Observations include the share of the costs that lead to success, the risk profile of a transformation program and finally the hallmarks of a digital organization
A white paper on the unique Service Oriented Architecture benefits of ARMnet Financial Software in the financial product management space. Using a client centric CIF file ARMnet is capable of managing any financial product for loan or mortgage origination and servicing, lease or fleet management, wealth or deposit management institutions.
Devoteam itsmf 2021 - from business automation to continuous value-driven i...itSMF Belgium
The race for enterprise business process digitalization is raging. IT is often left behind as enterprise budgets for innovation are shifting towards business teams.
During this session, we will present the challenges and our field-tested approaches to catch-up and how to take this opportunity to create new app factories. All the while using low-code and RPA platforms.
You will discover how to capture business demands, and create an operating model for your IT department to stay in control of the applications being deployed, while bringing value at speed.
Workday Webinar: Predict and Prepare for 2011Workday
For the third year in a row, join the country's top IT, HR, and Talent Management analysts and consultants for their predictions of next year's critical trends plus their advice on how you should prepare.
Watch the webinar! http://bit.ly/httH5y
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
A quick introduction to digital transformation. Covering Digital First, Lean, Agile, Leadership, it addresses the 3 core strands - People Change, Process Change and Technology Change. It presents a Systematic approach to Digital Transformation and the need for Governance and Leadership to realise the benefits. Observations include the share of the costs that lead to success, the risk profile of a transformation program and finally the hallmarks of a digital organization
A white paper on the unique Service Oriented Architecture benefits of ARMnet Financial Software in the financial product management space. Using a client centric CIF file ARMnet is capable of managing any financial product for loan or mortgage origination and servicing, lease or fleet management, wealth or deposit management institutions.
YASH implemented a client-specific SAP HCM solution to streamline HR processes by automating and eliminating paperbased ones, optimizing the time management user interface platform to allow HR staff to focus on strategic initiatives, and improving communication with employees throughout the enterprise.
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
David Eagan, Director of Professional Services International at Perceptive Software discusses about the impact of FinancialForce PSA on his organization: Faced challenges that Sales & Services were poorly aligned, their existing systems couldn't cope with the growth or the complexity of customers’ requireme nts. Since using FinancialForce PSA they can see the scheduled and unscheduled back log at any time, and have a consistent approach to reporting as the company continues its growth. The admin has been removed from David’s job allowing him to spend valuable time with his resources on their projects. The implementation was successful because the FinancialForce.com people understood Perceptive Software’s business and its requirements of the application.
Change Your Mindset: The Key to Growing Your Accounting PracticeAggregage
In the accounting profession, the post-COVID business model is surely on everyone's minds. Unmistakably, the way to forge ahead will look different than in years past. The biggest mistake that a majority of companies are making in regard to growth is holding onto old conventions, paradigms, and practices.
Whether re-integrating back to in-office life or staying digitally connected through remote work, the first step in determining how to spur growth comes with reevaluating your company's willingness to change mindset.
Join David Bergstein, Chief Innovation Officer at Bergstein CPA, as he shares insight on the accounting landscape, new trends, and practical tips for reevaluating your company's positionality.
This session will cover:
• What it means to challenge tradition and change your company mindset
• How to make sure you are set up to be as productive and efficient as possible
• Best practices for choosing the tools you will utilize
• Methods to measure and track your success so you can watch yourself improve!
...and more! Everyone who attends will walk away with the knowledge of what to do to be successful in the "New Normal."
Operations and IT systems team was responsible for designing, developing and implementing enterprise systems and milestones including; master planning, software applications, financial performance and PMO project management, global dashboard, design decision support (DDS), EVA, capital budget reductions, performance benchmarking and project management transition and transformation to a new U.S. call center. The critical success factors delivered: design, develop, integrate, implement, and train the new CRM system to 6000 employees in 18 months.
Bringing program excellence to process excellenceSteven Bonacorsi
Randy Clark, PowerSteering's Director of Six Sigma, has 20 years of experience in continuous improvement, Six Sigma, and quality management, as well as a longstanding involvement with the Baldridge National Quality Award program. At PowerSteering, Randy consults with global practitioners on maximizing process improvement efforts and has architected the technique of “Applying Six Sigma to Six Sigma” to continuously improve deployment results.How can you ensure that your process excellence projects are getting the best return on your efforts? In this lively discussion, Randy Clark – PowerSteering’s Director of Six Sigma, a Black-Belt trained member of the American Society of Quality, and a three-year examiner for the Malcolm Baldrige National Quality Award – will demonstrate how applying program management principles to Process Excellence can accelerate PEX results and address the challenges of executives, deployment managers, project members, and financial representatives alike. He’ll reveal key ways to improve executive visibility, team productivity, and both top- and bottom-line benefits.
Join this webinar to:
- Learn how you can gather, assess, and prioritize project ideas to ensure resources are focused on the highest-value opportunities
- Get new ideas on embedding best practices into project templates to reduce cycle time and improve accountability, execution and control
- Identify ways to leverage real-time dashboards to monitor key performance indicators and identify where management attention is required
- Recognize opportunities to replicate successful projects and eliminate redundant efforts
- Look at how you can streamline status reporting, gate reviews, and approvals as well as track and validate financial impact
This webinar takes place at 11:00 AM EDT (New York) / 16:00 BST (London) / 17:00 CEST (Paris) / 23:00 HKT (Hong Kong) / 01:00 EST (Sydney). >> Register for free Webinar http://tiny.cc/3aerrw
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
Benefits of Attending
Be part of the growing community at the 14th Annual Lean Six Sigma and Process Improvement Summit Asia 2013
Leading best practice case studies; both small and big picture project examples, providing practical and real time evidence of how you can achieve operational excellence in order to streamline the entire process
Exclusive 3 themed content stream sessions tailored to each stage of Six Sigma and Process Excellence adoption, across industries
Hands on workshop demonstrating how to develop and implement a process excellence structure within your organisation in order to overcome obstacles in stakeholder buy-in and quantify the whole process
Extensive round table and panel discussions; measure practical results in the Lean Six Sigma and Process Excellence tools in order improve operational processes and align them with your organisations core objectives
Over 6 hours of speed networking opportunities plus a dedicated speed-networking session providing you with the opportunity to interact and forge relationships with the Lean Six Sigma Professionals and Process Excellence community of experts across industries.
1. Measure First, Make
Sound Decisions Next
iGrafx® helps leading multinational bank
transform business processes
The Challenge
The journey started about a decade ago when a multinational financial services
company with $1.2 trillion in assets under management, and operations in more
than 50 countries worldwide decided to launch a business process management
(BPM) initiative. The goal was ambitious: transform how the company conducted
business and interacted with customers. The project began in the company’s Private
Banking division.
However, it soon became apparent that this approach would not meet primary busi-
ness objectives. Although a significant effort was put into creating approximately “We proved to ourselves
120,000 business process flow charts and publishing them for general employee that you can only im-
access, the majority of these processes were out of date by the time they were prove business processes
mapped and the system had no way to correlate data or make visual comparisons. by measuring first,
To make matters worse, the mapping was done by external consultants who had no then basing intelligent
hands-on experience with the business. decisions on those
“It was a valuable learning experience,” says the head of the company’s BPM Capa- measurements, this is
bilities, a group assembled to support BPM efforts company-wide group. “There was why the iGrafx solution is
no clear focus on why we needed certain core functionalities, or what the end goal so important to us”
was. This lack of focus was one of the major reasons why this BPM project failed.
Another reason for failure was that the BPM project did not have C-level support.” -Head of BPM
Capabilities
While this experience somewhat tarnished BPM’s reputation within the company,
a new BPM initiative was started, this time with the backing of the company’s COO.
Dubbed “Operation Excellence,” this initiative took a very different approach: first
understand the performance of the business, and then decide on the required ac-
tions.
There were serious technology issues to surmount. Because of rapid growth through
acquisitions, the company’s enterprise systems had multiple technology and busi-
ness silos each using different data stores and formats. This made it difficult to get
reliable information about operations. Without reliable data, meaningful key per-
formance indicators (KPIs) are hard to come by. Before a company can achieve its
efficiency goals, it has to have solid metrics to make valid comparisons.
2. The BPM Process
“We used to think that the BPM lifecycle started by mapping out a process, auto-
mating it, and then monitoring it,” says the head of BPM Capabilities. “Now, even
before we map out a process, we think about it from a business perspective focused
on what we are trying to do. What are our goals and objectives? Where are our
KPIs? What are they and how can they be defined?”
“The company does not mandate specific BPM tools,” explains the head of BPM
Capabilities. “Instead, each division or department must decide which tools best ad-
dress its own needs. By word of mouth, one solution − iGrafx ® − has begun to stand
out from the crowd. A major benefit of this solution is ease of use: we can hand the
tool over to the subject matter experts and have them map their processes; and for
the creation of dashboards and scorecards, we can rapidly create them without IT
involvement.” “A major benefit of this
Operation Excellence is moving toward wider adoption. For example, the Private solution is ease of use:
Banking division now has its own iGrafx Center of Excellence. The iGrafx solution is we can hand the tool
spreading to other areas as well, such as Investment Banking, and in corporate areas over to the subject mat-
such as HR. ter experts and have
“With the iGrafx solution, I can get answers,” says the head of the BPM Capabilities
them map their process-
group. “The dashboard, created in iGrafx Performance Central™, is not just a pretty es; and for the creation
picture. It helps define measurements, risks, and resource allocation. At a high level, of dashboards and score-
it gives us valuable comparisons, so we can effectively analyze what we are doing cards, we can rapidly
enterprise-wide. We can leverage easy-to-use dashboards, scorecards, and KPIs to create them without IT
make informed decisions. What we’re doing right now with the iGrafx solution, we involvement.”
wouldn’t be able to do with any other tool on the market.” -Head of BPM
Typically, it takes four to six weeks to get a completed pilot. Steps include: defining Capabilities
key performance indicators, designing a dashboard, pulling data from systems, map-
ping out processes, and simulating process optimization options. At the same time,
the BPM Capabilities group is coaching and training the people from the business
group so that they can take on more and more responsibility going forward.
“Each business group must take ownership of its BPM project,” says the head of
BPM Capabilities. “We are there to help them, not tell them to follow some precon-
ceived plan.”
The Operational Excellence initiative uses Six Sigma principles to improve the quality
of business processes by removing defects that do not support best practices.
“We have Six Sigma Black Belt and Green Belt personnel who are experts in Six
Sigma methods and also know how to use BPM tools to make Operational Excel-
lence happen,” says the head of the BPM Capabilities group. “They understand
business issues and know how to innovate with the best technology tools available.
Consequently, when they return to their own business groups, they are much better
prepared to support Six Sigma principles and continuous improvement.”