The document outlines a comprehensive four-day course focused on process redesign for sponsors, teams, and consultants. It includes key components such as developing an enterprise process model, establishing governance, conducting pilots, and engaging stakeholders. Additionally, it emphasizes the importance of recruiting a capable redesign team and the strategic approach to address performance gaps and achieve desired outcomes.

1. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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Process Redesign
A Four Day Course for Process Sponsors, Teams and Consultants
October 10, 2013
Under License from Hammer and Company

2. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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• Develop
enterprise
process model
• Appoint process
owner and
establish
governance
• Formulate
process
strategy and
measures
• Draft charter
and recruit team
members
• Review design
principles and
apply patterns
• Determine IT
capability
required to
support future
state
• Build out
dimensions and
dependencies
• Develop
measurement
architecture
• Develop
business case
• Bound and
scope the
process
• Observe
customer
experience
• Understand
the current
process
• Identify gaps and
opportunities
• Establish
performance
targets and
dependencies
• Develop release
plan and
implementation
roadmap
• Design and
conduct lab
prototype
• Design and
conduct pilots
• Roll out initial
release
• Recruit and orient
teams
• Engage
stakeholders
Mobilization Redesign TransitionDiagnosis
A Process for
Process Redesign
Change Management

3. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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Core
Process
Core
Process
Core
Process
Suppliers Customers
Process Model
Establishes the
Landscape
Enabling Processes
Governing Processes

4. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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The Art of
Process Modeling:
Mistakes to Avoid
Relabeling functions as processes
Taking an introspective point-of-view
Failing to specify inputs and outputs
Drawing boxes first
Using mealy-mouthed names
Diverging from the business strategy
Expecting to get it right immediately
Assuming the model will stand on its own

5. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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Acquire and
Maintain
Customers
Clear
Lines
Deliver
Products
and Services
Calculate, Bill
and Collect
Northwestern
Northern
Central
Southern
Process Owner
Drives
Consistency and
Results across
Boundaries
Source: Duke Power

6. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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Design
owns the end-to-end business process design
Customer
advocates for the customer
Performance
understands current performance vs. desired performance
Strategy
creates vision for the process and sells the journey map
Resources
allocates resources to execute the process plan
Capability
provides the tools for people to be successful
ROI
manages the process as an asset and maximizes the return
on the company’s investment
Source: Clorox
The Art of
Process
Ownership: A
Combination of
Clout and
Influence

7. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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Process
Strategy
Answers
Fundamental
Questions
Where are we now?
Where do we need to be?
What’s the performance gap?
How do we intend to close it?

8. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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The Art of Process
Strategy: Disciplined
Pursuit of Perfection
Determine key
success factors Develop improvement plan
Find and fix
execution
problem
Improve
design
Modify
design
Replace
design
Measure results

GGGAP AP
Set new
performance
target
Understand
process
performance
Scan customers,
competitors,
ecosystem
Ensure process compliance
Design, document, and implement process

9. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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Redesign
Team Does The
Heavy Lifting
Technical
Back Office Region
Product
Suppliers
HR
Production
Financial
Insiders & Outsiders
Dedicated & Capable
5 – 8 Total
Committed Players
Field
Legal
Regulatory
Sales

10. © 2013 Hammer and Company. All rights reserved. PF2 4/13
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The Art of
Recruiting A
Redesign Team
Finding them
5%-20% are candidates
Getting them to join
lowering disincentives by minimizing downside
addressing career concerns
the value of financial incentives: upside potential
personal recruiting by the leader to overcome skepticism
appealing to idealism
if this doesn’t excite them, we don’t want them
Getting the organization to let them go
the need for executive intervention
Getting them to go back
“I was born to do this”
Acquiring, affording, aftermath