1) The document discusses a business optimization process involving understanding current processes and objectives, conducting interviews to identify challenges, and defining key performance indicators and data sources. 2) It then covers establishing ongoing change management through explaining changes, involving and motivating employees, and inspiring new ideas. 3) The approach involves planning, executing, testing and rolling out implementations based on previous phases while monitoring performance indicators.

1. Business Optimisation
Key Performance and Process Indicators
Presented by Ralf Fickert

2. Our approach together
Understand Interview Identify Define
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Recommendations
and suggestions
PHASE 1
Delivery
PHASE 1
2 Weeks Discovery Workshop
People Processes Data Sources
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3. Understand current
Understand
• business processes
• business objectives for
performance indicators
• existing reports and performance
indicators
• target values for performance
indicators
• performance indicator value
ranges
• actions defined for performance
indicator values and trends
• performance challenges
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4. Conduct Interviews to
• compare business process
execution with business process
definition
• identify business obstacles
influencing the desired
performance indicator values
• understand operational objectives
Interview
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5. Identify related data sources to
• understand existing data
manipulation
• know which data are included and
excluded
• know system limitations
• understand integration
requirements
Identify
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6. Definition of
• performance indicators to be
measured and monitored
• formulas to bring the performance
indicators into business context
and business meaning
• upper and lower levels for
performance indicators
• monitoring and alert approaches
• action to be taken if performance
indicators go outside defined
levels
Define
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7. Processes
• Where are the measuring points
of the business processes within
the processes?
• What is measured on the measure
points of the business processes?
• How is the business impact of the
measure points defined?
• Who is monitoring the measure
points?
• Who owns the processes?
• How do you adjust business
processes to make them even
better?
Processes
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8. Data
• How do you ensure data quality?
• What is the relationship between
data sets/entities? Do you have a
recent entity relationship diagram?
• What is the expected data volume
and frequency of the data sets?
• Do you have a mapping between
data filtering conditions and
business use cases?
• How do you do data validation
checks?
Data
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9. Sources
• Where are the data located?
• Do you use any integration
platform?
• What is the process of adding new
data for extraction?
• Where is the mapping done
between different keys with the
same meaning?
• How do you do the verification of
the data extraction processes?
Sources
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10. Change Management
Path to sustainable success
Presented by Ralf Fickert

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Desired
State
Current
State
Change Management

12. Our approach together
Explain Involve Motivate Inspire
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On-Going
Change Management – Phase 2 -
a path to sustainable success
People Processes Mind-Set
Success
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13. Explain
• the business impacts of the
planned changes
• the planned improvement process
• how your employees can
positively impact the business
success
• how the improvement and
success is measured
• how ongoing feedback from the
employees is collected to fine tune
the improvements
• why compliance to the new
changes/processes is important
Explain
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14. Involve
• Inform employees why they are an
important factor to the success
• Point out the benefit of the
changes for your employees and
the business
• Ask employees for their
participation and feedback to the
improvements
• Assign employees to be the
trainer for their co-workers and
implement a “Train the Trainer”
approach
• Give employees responsibilities
within the change process
Involve
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15. Motivate
• Create an award program
• Outline career opportunities
• Create competition program using
“gamification” approach
• Create dashboards providing clear
defined performance indicators,
trend lines and actions
• Focus on the positive
improvements and create success
models to be used within areas
with less improvements
• Encourage feedback from
employees
Motivate
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16. Inspire
• Setup an Idea-Lab cross
organisations/departments for
collaborations to share best
practices, share knowledge,
discuss and challenge
Inspire
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17. Mind-Set
• “It is not the strongest of the species
that survive, nor the most intelligent,
but the one most responsive to
change”
Charles Darwin
• “To improve is to change; to be
perfect is to change often”
Winston Churchill
• „D x V x F > R
D = Dissatisfaction with how things are
now; V = Vision of what is possible; F =
First, concrete steps that can be taken
towards the vision; If the product of these
three factors is greater than R = Resistance
then change is possible. “.
Kathi Dannemiller (1980s) based on
David Gleichers formula (1960s)
Mind-Set
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18. Our approach together
Plan Execute Test Rollout
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On-Going
PHASE 3
Implementation based on Phase 1 and 2 Delivery
People Processes Data Sources
Monitor
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19. Monitor
• performance indicator dashboards
and reports
• current versus target values of
performance indicators
• trend lines of performance
indicators
• impact of action taken on
performance indicators
Monitor
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20. How we work together
A journey together for success
Presented by Ralf Fickert

21. How we work together
• working with you as a partner
• bringing cross industries
experiences and knowledge
• offering a success based model
Partnership a
journey to success
Virtual
Professional Team
Success Based
Model
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Success driven
Win-Win driven
Cash flow driven
Success Based Model

23. Agree on how to measure our
delivery
• What exactly does a successful
delivery mean?
• How do we measure the success
of the delivery?
• What are the expected cost
savings and/or revenue growth
related to the delivery?
Agree
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24. Monitor
• Success of business optimisation
delivery
• Cost savings / revenue growth
based on business optimisation
delivery
Monitor
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