The document discusses a process consulting perspective and outlines 6 levels of process consulting from operational to strategic. It proposes a BPM investment to improve business processes and deliver quantifiable gains through tools and activities like process mapping, Lean, and Six Sigma. The scope of work would cover both operational and strategic processes across the organization.

1. Process Consulting Perspective
Presenter: Vibhanshu

2. Table of Contents
Background
6 Levels of Process Consulting
Gains Quantifiable
Gains Projected
Areas covered
Scope of Work
Tools
Proposed

3. Background
Purpose
Business Processes are an investment that can provide immense business benefit to the organization;
however, the tangible business value associated with BPM are generally not well-understood. This
presentation will highlight the use of BPM as a way to improve and sustain the benefits of business process
improvement. BPM can also bring about other benefits that cannot be achieved by traditional process
improvement techniques.
Drivers
Today’s Business Challenges
Over the past few decades, globalization has become more pervasive. Today’s organization has to be able to
compete in this global economy with both small and large players around the globe as the barriers to entry in
many markets get lower. The ability to compete successfully requires success on many fronts:
• Operational efficiency
• Customer intimacy
• Product and Service Innovation
In order to fight these battles successfully, today’s organizations must be as efficient as possible. Processes
should be constantly evaluated and improved as part of the daily operations of the business. At all times,
the various levels of management and operations need to have efficiency into the organization and its
operations. This visibility will help better understand areas of improvement as well as better understand
the customer’s current and future needs. Finally, in order to respond to the dynamic environment that we
find ourselves in today it is important to have edge so that we can dynamically respond to changes in the
market or proactively out execute the competitors.

4. Consulting
6 Levels of Process
Operational Strategic
Business
Strategy
Low Medium High Low Medium High
Value Delivery Capability to Create Value
Manage Uncertainties Exploit Uncertainties
Low Cost High Cost
Low Value High Value
Low Operational Risk High Strategic Risk

5. Gains
Quantifiable
Operational Strategic
Business
Strategy
Low Medium High Low Medium High
Rs. 10,000 Rs.10,000- Rs.10 lacs Rs.1Crore Rs.6Crores 25 Crores +
10 lacs –1 Crore
Low Value - 5 Crores - 25 Crores High Value
Confidence Productivity Flexibility & Growth As Growth Exponential
Builder Improvements Visibility Planned beyond Growth
Efficiency Effectiveness Agility Edge – S/T Edge – M/T Edge – L/T
Source: Figures based on PBOPlus assessment of Rs. 1000 Crs ATO business

6. Gains
Projected
Operational Strategic
Business
Strategy
Low Medium High Low Medium High
Efficiency Effectiveness Edge
Consistently knowing the
current status and
Delivering more with less Adapting quickly to changing business conditions
outcome of your
processes
• Reduced process cycle • Decreased risk in process
• Reduced time to market for new products
time execution
• Reduced process • Increased regulatory
• Reduced time to react to market changes
execution cost compliance
• Reduced process
• Increased throughput • Increased new revenues
exceptions
• Increased user • Faster proactive decision
• Increased existing revenues
productivity making
• Increased customer • Reduced development, deployment, integration
• Increased cash flow
satisfaction and maintenance costs
• Decreased working • Enhanced exception • Reduced time to take new
capital handling projects live

7. Scope
Areas Covered
Operational Strategic
Top
Leadership
High 10x Problems Perceived One Level Down 10x Problems Perceived One Level Down Low
Blame Blame
Transactional Breakdown / Managerial 3 Year Cross Product/
Exceptions Work Strategic Functional Service
Management Plan Processes Innovation
Varying Objectives,
Routine Targets, Team New Solution /
and Situations Indentifying Major
Encountered Feedback, Markets,
repetitive Strategic Improvement
: Processes to Planning, PPC, Product to
work is Initiatives , Customer,
Handle Continuous Market, Idea to
defined and Stakeholder
Exceptions Improvement, Market, New
and Executing driven, P2P,
of Regular SCM, Demand, Pie , Innovation
practiced R2R, S2F
Nature/ Forecast,
Reporting

8. Complexity
Tools and Activities
Operational Strategic
Business
Strategy
Low High
Complexity Complexity
ISO, KAIZEN, SGA, 6 SIGMA, PORTERS, BPR, BPM, BPI
Tools FLOW QC TOOLS, 5S, LEAN, TPM, BSC, SWOT VALUE (Business Process
CHART TQM MAP Innovation)
No Linear Simple Basic Discontinuou Break through
Thinking Structured Unstructured s, Game Thinking
Brainer
, Complex Changer
Structured
1-3 4-7 8 - 12 13 – 20 21 – 100 100 + , in
Activities in Two Three +
in One
Tier Tiers Tiers

9. Proposed
BPM Investment
BPM is a CEO solution for Customers, Strategy, Process, People and technology that delivers
value to the organization by impacting both the top and bottom lines of an organization.
Value has to be quantified for the organization to show the specific impact that will be delivered.
BPM will not only bring quantifiable value to the organization but will do so without a corresponding
increase in investment.
A compelling business case is needed to provide the motivation and prioritization for BPM
projects in the organization. The approach to such a business case involves assessing the current
business process and its performance, designing the future process and the solution footprint to
support it, identifying the benefit drivers and finally calculating the ROI.

10. End of Document
Thank You
For further information, please contact:
Name: Vibhanshu Sharma
Title: Business Consultant for CXO Level
Mobile: +91 99100 18911
Email: vibhanshu@pboplus.com

11. Questions
Thank you
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