Promapp CONNECT Global trends
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Process management trends from around the world and best practice recommendations around how to create and sustain a culture of unstoppable improvement, based on lessons learned from process improvement teams at hundreds of organizations around the world.
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A Scaleup is not a Startup
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4us agile restrospective
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IPM Convention - Deshun Deysel 2017
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Staffing Done Right
This document provides 5 tips for IT managers on staffing their departments effectively. The tips are to clearly define the link between hiring and productivity/efficiency to secure management buy-in; streamline the hiring process to improve sourcing and accelerate decisions; match staff to tasks effectively; strategically use staff augmentation to eliminate constraints and accelerate productivity; and partner with an IT staffing company to be more proactive in providing needed talent. The overall message is that effective staffing is critical for the success of the IT department and company.
Capital Entrepreneurs & PerBlue: Starting a Company
The document discusses the startup scene in Madison, WI. It notes that Capital Entrepreneurs companies created 121 full time jobs, 66 part time jobs, and raised $23.7 million in funding last year. It then discusses topics relevant to starting and growing companies such as keeping expenses low, getting mentors, prioritizing tasks, focusing on one product/customer, and scaling customer acquisition in a cost-effective manner. Contact information is provided for PerBlue and its CEO and COO to discuss startups further.
20 top tips to spring clean your hospitality business 2016
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A Scaleup is not a Startup
What you do to get Product Market Fit, should be very different to what you do afterwards in order to scale. Startups are about putting out fires, scaleups are about lighting them.
Metrics that Matter: Focusing on key metrics for an efficient service desk an...
This document discusses key IT service metrics that can help Acme Entertainment improve their IT service desk. It recommends that Acme focus on three key metrics: service level agreements (SLAs) to set expectations for users, load metrics to understand ticket volumes and hotspots, and customer satisfaction surveys (CSAT) to measure user happiness. Following these metrics could help Acme reduce ticket volumes through improved problem management, meet realistic SLAs for transparency, increase customer satisfaction without needing more staff.
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The document discusses Agilité, a company that provides consultancy, advisory, and software development services in Islamic finance. It has been using Agile methodologies for 5 years and has won two international awards. The document provides tips for using Agile practices, including keeping sprint stories small, delivering on Mondays, automating tasks, and emphasizing customer voice in innovation. It also discusses the importance of stand-up meetings and tools for project management, collaboration, and testing.
IPM Convention - Deshun Deysel 2017
This document discusses moving from annual performance reviews to continuous feedback and coaching. It notes that the global workforce is becoming more digitally savvy and impatient. Millennials in particular prefer continuous feedback over single annual assessments. The document proposes an approach using a digital coaching system to provide quick, easy, and continuous self-assessment and feedback in order to develop performance in real-time and engage and retain talent.
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This document provides 5 tips for IT managers on staffing their departments effectively. The tips are to clearly define the link between hiring and productivity/efficiency to secure management buy-in; streamline the hiring process to improve sourcing and accelerate decisions; match staff to tasks effectively; strategically use staff augmentation to eliminate constraints and accelerate productivity; and partner with an IT staffing company to be more proactive in providing needed talent. The overall message is that effective staffing is critical for the success of the IT department and company.
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The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
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TCM - The Trivial Company Model
The document presents the Trivial Company Model (TCM) as a simple framework for evaluating management tools and decisions. The TCM focuses solely on increasing the difference between "Money in" and "Money out" for a company. Any tool, action, or system that increases this difference is considered "trivially efficient" while anything that does not is "trivially inefficient". The document argues that a company should only spend money on trivially efficient actions and avoid trivially inefficient ones in order to be successful according to the TCM. Being lean is less important than being trivially efficient according to this model.
Growth Mindset 2.0
Growing corporates is hard! There are so many challenges the theory never teaches you about like internal stakeholder management, legacy or not enough resources. That is why we teach our team and clients the Growth Mindset 2.0. A growth mindset made for the reality of growing an organisation.
Please note the raw data has been altered to protect the privacy of our clients.
Some Killer Slides
The document discusses challenges with execution of strategic visions in organizations. It notes that while CEOs see IT investments as strategic, training is often seen as a necessary evil. There is sometimes an "execution gap" where frontline staff lack clarity, ability, and support to effectively execute the customer vision. Research shows that teams receiving over 3 hours of coaching per month exceed goals by 7% on average, while those with less coaching significantly underperform. Effective communication is key to building confidence and resolving staff concerns. Success requires the right combination of vision, incentives, resources, skills, action plans, and accountability.
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The document discusses using business simulations to develop business acumen. It notes that good managers are becoming harder to find due to retiring baby boomers. Simulations allow participants to make business decisions running a virtual company, competing with others and reviewing financial results. This provides a practical way for new managers to learn concepts, practice decision-making, and get feedback from experts in a flexible, self-paced format that is also scalable through online delivery.
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The Entrepreneurial Operating System (EOS) is a set of business principles and tools that help leadership teams of growing companies improve performance and balance work and life. The EOS model identifies six key components of a business that must be strengthened, and the EOS process provides a proven way to implement tools in the right order to strengthen each component. EOS has been used by over 610 companies to increase revenue and profits.
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1) The document discusses the key differences between startups and scaleups. It notes that while starting a company is easier than ever, scaling a business is more difficult. 2) The main sections cover the importance of scale, product, process, and people when growing a company. 3) Recommendations for scaling include specializing marketing skills, experimenting less, establishing efficient processes, and aligning sales and marketing. Hiring the right leadership is also emphasized.
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Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
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1. Connect agility at the personal, the team and the organizational level
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The document outlines 7 key points for organizational process excellence: 1) Design systems and processes that meet customer needs; 2) Involve workers in process improvement by having them identify opportunities and solutions; 3) Align and guide metrics to measure the right things and ensure the data is useful; 4) Ensure process visibility and ownership with someone responsible for understanding and improving entire processes; 5) Consider technology which has potential to radically redesign processes; 6) Make continuous process improvement part of the organizational DNA; 7) Avoid being too complicated and reduce unnecessary complexity.
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I recently did a session in Helsinki, Finland on leadership in the era of innovation. My approach was interactive as I developed three short cases for the audience. We deep-dived into one of the, The Frustrated Innovation Team and very briefly discussed the other two.
Here you can see the presentation slides (very simple as I focused on interaction and discussion).
Getting from $400k to $4m - the Four Biggest Operational Challenges - Gordan Tan
Everyone knows it takes a lot of blood, sweat and tears to grow a managed service business and some are more successful than others. Gordon Tan, owner of R & G Technologies and founder of Client Heartbeat knows this more than most having grown his business from a one man operator, to a four million dollar IT services business. In this not to be missed session, he shares real world insights and practical examples into his four biggest operational challenges over the course of this growth and how he overcame them.
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The document discusses operations systems for startups. It emphasizes building well-defined systems before hiring teams to ensure work is done predictably and efficiently. Key principles outlined include treating all internal customers well, managing by exception to focus on problems, solving each problem only once, and using "trim tabs" or minimal adjustments to influence outcomes. The document also provides templates and examples for defining department processes and product roadmaps.
Tallent management ibm smarter workforce
The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
Building and Maintaining a High Performing IT Organization
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We are entering an era of “Digital Darwinism,” when society and technology is evolving faster than many companies can adapt. More specifically, it is the way we manage people that has struggled to keep pace with the rate of change. We need to reinvent management
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Despite good intentions, most EO business leaders make the same fundamental mistake when they set goals for their people. Learn what really works and what doesn’t in terms of engaging and motivating your people, and holding them accountable for performance - based on direct observations of more than 5000 clients.
Key Performance Indicators - the right way
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RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in his workshop.
Focus, Focus, Focus - The one thing that makes a difference
1. The document discusses the importance of focus on personal, organizational, and strategic levels.
2. It provides examples of how to achieve focus personally through time blocking, limiting distractions, and identifying highest value activities.
3. Organizationally, it recommends tactics like using OKRs, embracing constraints, and focusing on decisions rather than execution.
4. Strategically, it suggests using frameworks like Wardley Maps to identify the right areas to focus on in a company's value chain.
Transforming SMEs using opensource technology platforms
Presentation tries to elaborate how SMEs can transform their organizations by using opensource technology platforms.
- A few myths and truths about running process automation initiatives
- Problems which SMEs face
- Approach to solutions and implementations
Transforming SMEs using opensource technology platforms
This document discusses how small and medium enterprises (SMEs) can transform and increase their growth rate using open source technologies and business process automation. It outlines typical organizational goals like increasing revenue and reducing costs. It then discusses how automating business processes can help SMEs achieve higher growth by making them more effective and efficient. The document provides an approach for SME transformation through developing web applications in key areas like marketing, HR, operations, and finance. It addresses common problems SMEs face and how open source solutions can help overcome those challenges in a cost-effective manner while providing benefits like customizability and community support. The document promotes a consultative approach to help SMEs identify needs, recommend solutions, implement them
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stuck
Catherine Cates presented on how growing companies get stuck in "No Man's Land" between being a small startup and large established business. In this stage, companies often see stalled growth and profits. She outlined four key areas ("M's") to focus on: 1) refining the marketing strategy and value proposition; 2) creating an economic model that can scale profitably; 3) raising capital to finance growth; and 4) professionalizing management while maintaining culture. Tools like the Inc. Navigator can help assess alignment and priorities across the leadership team. Breaking through No Man's Land requires balancing entrepreneurial vision with business maturity.
Employees Leave Managers, Not Companies
Presented by
Jack Altman
CEO, Lattice
Bart Macdonald
Presented by
Bart Macdonald
Founder and CEO, Sapling
Did you know 50% of employees who quit cite their managers as the reason? Managers impact so much of the employee work experience. We’ll discuss how managers can set best practices and engage their employees from the start and give tactical advice for becoming a manager-obsessed company.
In this webinar, Lattice and Sapling will explore why managers are critical for retention and overall business success.
Here’s what you’ll learn:
The real cost of employee turnover
How to plant the seeds of employee success early on
How managers can act like coaches, not bosses
The setup of a people management infrastructure
How to build and support a feedback culture
Special thanks to our partners: Lattice
People Leave Managers, Not Jobs
This webinar dives into why managers are critical for retention and overall business success. We’ll explore how managers can engage employees even before they start and give tactical advice for becoming a manager-obsessed company. Here’s what you’ll learn:
-Elements of strong and weak employee-manager relationships
-How bad managers affect employee lifetime value
-Tools to equip new managers with success
-The real cost of employee turnover
Presented by:
Jack Altman, CEO & Co-Founder, Lattice
Bart Macdonald, Founder and CEO, Sapling
The top 15 strategic things that Talent Management should be doing
The document outlines 15 strategic actions that talent management should be taking, along with some additional considerations. The top 15 strategic actions include increasing workforce productivity, employee innovation, rewarding great people management, identifying and fixing bad managers, converting talent metrics to dollar impacts, calculating talent risks, preparing for leadership gaps, improving internal movement, best practice sharing, updating retention programs, improving referral programs, assessing external brands, reexamining social media approaches, reengineering college recruiting, and improving non-monetary motivation. Additional strategic actions mentioned are preparing for increased volatility, increasing revenues, integrating HR functions, avoiding headcount surplus, and prioritizing efforts.
The Agile BA
Slides from a presentation given by Steve Thomson to a meeting of IIBA UK's Scotland branch on 11 June 2015.
Leadership Strategies for High Performance Contact Centres
This Presentation was prepared & shared by me as a Guest Speaker at a Conference on 'Customer Experience and Service Quality Excellence', organised by Gripel (www.gripel.com), on 27 and 28 May 2011.
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Leadership in the Era of Innovation - A Case Based Presentation
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Building and Maintaining a High Performing IT Organization
Building and Maintaining a High Performing IT Organization
Focus, Focus, Focus - The one thing that makes a difference
Focus, Focus, Focus - The one thing that makes a difference
Transforming SMEs using opensource technology platforms
Transforming SMEs using opensource technology platforms
Transforming SMEs using opensource technology platforms
Transforming SMEs using opensource technology platforms
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stuck
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stuck
The top 15 strategic things that Talent Management should be doing
The top 15 strategic things that Talent Management should be doing
Leadership Strategies for High Performance Contact Centres
Leadership Strategies for High Performance Contact Centres
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Process improvement is about people. Empowering teams to own their processes helps to foster a culture of continuous improvement. Keeping on top of processes helps to minimize waste, drive efficiency and develop a collaborative environment where everyone feels valued.
Promapp how to get sufficient resourcing
This document provides guidance on ensuring sufficient resourcing for projects. It outlines top signs that resourcing is insufficient, including lack of goals/planning, training, filling key roles, and communication. Insufficient resourcing can lead to stalled progress, unrealized objectives, low quality processes and no improvement. The document recommends creating a compelling business case that identifies stakeholders, issues, outcomes without change, proposed solutions and goals to motivate allocating proper resources. It also suggests campaigning for resources by utilizing advocates, promoting progress made, and identifying challenges, as well as motivating teams and harnessing existing resources more efficiently.
How to get leadership buy in promapp
The document provides guidance on obtaining leadership buy-in for initiatives by addressing who to approach, why the initiative is worth their time, what actions are wanted from leadership, and how to sell the initiative to leadership. It suggests defining the purpose and benefits of the initiative, finding pain points it can address, and outlining the impact, priorities it supports, and return on investment. Examples of effective ways to obtain buy-in included demonstrating impact of changes to legislation or internal audit results. The overall message is to be persistent, find allies, and engage at the grassroots level.
Marlborough District Council presentation
See Marlborough District Council’s story about driving process excellence and continuous improvement.
Promapp CONNECT photos
Photos are visual images or representations captured by a camera and stored digitally or on photographic film. Common types of photos include portraits, landscapes, still-lifes, and action shots. Photos can be taken for personal enjoyment or professional purposes such as journalism, commercial advertising, and art.
Promapp CONNECT 2018
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Michigan State University presentation
Learn how Michigan State University is navigating change, building a continuous improvement culture and are creating a space for innovation.
Matt Spears presentation
Learn how JE Dunn Construction, one of the USA’s largest privately owned companies, empowered staff to own and improve their processes, and how they are changing mindsets through process improvement.
RPA and BPM: Making the connection
What is Robotic Process Automation (RPA), how does it work with BPM, and who should be looking at implementing RPA.
Nurturing improvement with Ravensdown
Ravensdown’s process management journey - how they’ve nurtured improvement, increased engagement and focus on continuous improvement within their teams.
Queenstown Lakes District Council presentation
Queenstown Lake District Council’s story about driving process excellence and continuous improvement.
Medifab presentation
The document discusses Medifab Ltd, a company that manufactures seating and positioning systems for people with physical disabilities. It describes Medifab's product lines including the Spex Seating system and Shuttle Discovery multi-purpose seating for children. It also mentions that Medifab serves over 14,000 customers annually. The document outlines Medifab's process improvement approach, which includes identifying risks, improvements, and processes through activities like internal audits, customer complaints, opportunities for improvement, training, and using a Swiss cheese model to reduce risks.
Central Coast Council presentation
Central Coast Council’s story about a new
direction with process management and linking
BPM with IP&R and making process mapping a
core component.
Bayside City Council presentation
Bayside City Council’s story about driving process
excellence and building a foundation for
continuous improvement.
Affinity Education presentation
Learn how Affinity supported teams through the implementation, the benefits they are achieving through compliance, consistency and transparency and some key messages to make Promapp
work best for you.
CONNECT top takeaways
This document provides 3 key takeaways for organizations looking to improve their processes and operations. The first is to respect technology and take a considered approach when implementing new tech solutions. Second, maintaining a strong organizational culture through communication and leadership is vital. Finally, properly executing operational basics is critical, as having a brilliant strategy means nothing if basic operations are not handled well. The overall message is that foundational principles still apply when improving, it is important to stay aware of emerging tech trends, and world class culture is essential for organizations.
Promapp webinar Understand the role of process in digital transformation.
promapp
Understand the role of process
in digital transformation.
What is digital transformation and what does it mean for different organizations? With so much information available it can be difficult to know where to start or why it's important.
Transformation can have a huge impact on an organization. Knowing how to leverage process management will ensure it's a positive one.
Digital transformation embraces the possibilities modern computing technology offers. By employing tools like cloud computing, organizations are discovering new opportunities to expand their market and communicate with customers, introducing new revenue streams and even exploring new business models.
Australian council drives process ownership and success
Mackay Regional Council face the challenge of keeping 1,100 employees engaged across 32 programs, as well as maintaining a 7,622km squared area, 2,501km of roads, 1,655 water mains and 1,500 hectares of parkland in Northern Queensland.
Process is key to running such a large scale operation. With increasing scale and complexity the council realised they needed to find better ways for their teams to work together.
Processes were only mapped when needed and there was little planning involved. They were often saved as work instructions in various locations like Visio, Word documents and an existing software, without a centralized location available for everyone to access.
They confronted these issues head on and quickly fostered an appetite for process mapping across the council
A fresh approach to bpm drives engagement
JE Dunn Construction is the 23rd largest domestic general building contractor in the United States with offices in 20 locations. Their vision is to be an indispensable business partner for their clients by first understanding their purpose, goals, and customers and then delivering transformational solutions with certainty of results.
To achieve this vision JE Dunn needed to implement standardization & ensure best practice was carried out across the organization.
A fresh approach to bpm drives engagement
La Trobe University implemented a process improvement initiative using Promapp to address issues like a lack of process clarity and silos. They established strong governance, provided training to over 170 staff, and engaged 40 champions across business areas. This has resulted in over 350 published processes and identification of over 100 improvement ideas through workshops. In the future, Promapp will become the single source of truth for processes and active process thinking will be embedded in the organization's culture.
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Promapp webinar how to drive engagement in process
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Promapp webinar Understand the role of process in digital transformation.
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Australian council drives process ownership and success
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Promapp CONNECT Global trends
- 1. Global Trends. IVAN SESELJ CEO, Promapp
- 3. #1 The robots are coming
- 4. #2 Changing team dynamic
- 6. What are the best doing?
- 8. The challenge. Exec teams that don’t care, bigger battles. Just focus on bottom line, hard benefits.
- 11. 2. Invest time & resources
- 12. The challenge. Insufficient resources. Failure to understand investment required & the benefits.
- 14. 3. Focus on the fundamentals
- 15. The challenge. Complexity. Hundreds of docs on intranet. The $12m miracle project. ‘Outsource’ process management.
- 17. 4. Use BPM to hunt for automation opportunities
- 18. The challenge. Automating mediocre processes? … gives you mediocre automated processes. Automation’s not the silver bullet.
- 20. 5. Win the hearts
- 21. The challenge. Statistics don’t motivate us. Efficiency alone won’t mobilize teams. Improvement is not an audit.
- 23. 6. Choose what works for you
- 25. Lessons. •The fundamentals still apply •Automation ‘trends’ are on top of improvement effort •The best view it as a culture shift