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You will never think of process in
the same way again™
Certified Process Professional
If you enjoy this presentation signup for
the next cpp masters (5 days) in:
sydney 13th CPP Masters w/c 27 october
https://sydneymasters2014.eventbrite.com
brisbane 10th CPP MASTERS w/c 3 November
https://brisbanemasters2014.eventbrite.com
Who’s eating your lunch?
brands that
customers
trust
other
banks
major global
brands
trusted
sources of
guidance agile
retailers
other
financial
companies new
startups
What can we do?
Understanding the value
proposition of Business
Process Management and
demonstrating the
business value to process
owners
Understanding the value proposition of
Business Process Management and
demonstrating the
business value to
process owners
Understanding the value proposition of
Business Process Management and
demonstrating the
business value to
process owners
@STOWERS#PEXcpp #cx
#certifiedprocessprofessional
@jdodkins
THIS ISN’T ROCKET SCIENCE
Understanding the value proposition of BPM
Using BPM to align organisation’s business
processes with customer needs
Building the business case - assessing the
requirements to successfully implement a
BPM approach
1
2
3
1 2 3
what we need is organisation & methods
www.flickr.com/photos/mwichary/2356663850/	
  
CEO
Marketing Sales
Customer
Service Operations Finance
Steve Towers PEX_Sydney_Why_BPM_fails
six honest serving men
WHO
WHAT
WHERE
WHY
WHEN
HOW
TOGAF
ZACHMAN
ITIL
ETOM
BPMS
SSADM
AGILE
we have got to make management scientific
the process must move to the workers
everything can be connected
WWW
ITS BPM JIM BUT NOT AS WE KNOW IT
“THERE’S FOUR
SPIECIES HERE,
BUT STRANGELY
THEY ALL BELIEVE
IN THE SAME THING"
Understanding the value proposition of BPM
•  Adam Smith
•  Rudyard Kipling
•  Frederick Winslow Taylor
•  Henry Ford
•  Tim Berners-Lee
•  Doctor McCoy – “its BPM Jim but not as we know it”
1
2
3
4
5
6
BPM has four flavours – what’s yours?
² BPM to redesign the organisation
² BPM to automate the organisation
² bpm to redesign then automate the organisation
² BPM to reframe the customer experience
Ups, Downs and Sideways
•  If you automate a mess you end up with a….
Ups, Downs and Sideways
•  If you automate a mess you end up with a….
•  If what you are doing is dumb making that more efficient
is dumber
Ups, Downs and Sideways
•  If you automate a mess you end up with a….
•  If what you are doing is dumb making that more efficient
is dumber
•  fossilizing the dumb stuff into a big erp is really the
dumbest of all
Ups, Downs and Sideways
•  If you automate a mess you end up with a….
•  If what you are doing is dumb making that more efficient
is dumber
•  fossilizing the dumb stuff into a big erp is really the
dumbest of all
•  Aligning what you are doing to deliver Successful
Customer Outcomes (makes a lot more sense)
“Outside-in is a
powerful idea”
Jack Welch
Ups, Downs and Sideways
•  If you automate a mess you end up with a….
•  If what you are doing is dumb making that more efficient
is dumber
•  fossilizing the dumb stuff into a big erp is really the
dumbest of all
•  Aligning what you are doing to deliver Successful
Customer Outcomes (makes a lot more sense)
the process performance landscape
BPM Wins the Triple Crown
•  Simultaneously Reduce costs,
Grow revenues and
Enhance service
•  Show me the money!
•  A few achievers and their stories
A few achievers of note
WWW.BPGROUP.ORG
Building the business case - assessing the
requirements to successfully implement a
BPM approach
•  Start where you are
•  Create advocacy through local success
•  Get your folks up to speed
(tools, techniques and language)
•  Grow out the programme – example
Using BPM to align organisation’s business
processes with customer needs
•  Understand the needs
•  Identify what you are doing to deliver those needs
•  Align everything to achieve those needs
•  Manage expectations and the customer experience
IT IS NEEDS OF
CUSTOMER
NOT
VOICE OF
CUSTOMER
Using BPM to align organisation’s business
processes with customer needs
• Understand the needs
•  Identify what you are doing to deliver those needs
•  Align everything to achieve those needs
•  Manage expectations and the customer experience
the process performance landscape (how to)
successful Customer outcome Focused BPM
More
and
better
skilled
staff
Invest in
staff
&
facilities
Patient
Superior
Patient
Exp.
Faster
& more
successful
delivery
Free up
time &
resources
Superior
Triple
Crown
Results
Increase
in
patients
treated
Understand the
Successful
Customer
Outcome
create the
process to
support the
sco
roll out
the process
lower costs
better service
improved revenue
focus on the sco and everything else follows - example
summary - moving from industrial age thinking
summary - to outside-in thinking & practice
Building the business case - assessing the
requirements to successfully implement a
BPM approach
•  Start where you are
•  Create advocacy through local success
•  Get your folks up to speed
(tools, techniques and language)
•  Grow out the programme
Acknowledgements
flikr
istockphoto
bigstock
logo’s used with permission
video’s used with permission
TAKK ‫:شكرا‬
Understanding the value
proposition of Business
Process Management and
demonstrating the
business value to process
owners
Understanding the value proposition of
Business Process Management and
demonstrating the
business value to
process owners
You will never think of process in
the same way again™
Certified Process Professional
If you enjoy this presentation signup for
the next cpp masters (5 days) in:
sydney 13th CPP Masters w/c 27 october
https://sydneymasters2014.eventbrite.com
brisbane 10th CPP MASTERS w/c 3 November
https://brisbanemasters2014.eventbrite.com
Steve Towers PEX_Sydney_Why_BPM_fails

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Steve Towers PEX_Sydney_Why_BPM_fails

  • 1. You will never think of process in the same way again™ Certified Process Professional If you enjoy this presentation signup for the next cpp masters (5 days) in: sydney 13th CPP Masters w/c 27 october https://sydneymasters2014.eventbrite.com brisbane 10th CPP MASTERS w/c 3 November https://brisbanemasters2014.eventbrite.com
  • 2. Who’s eating your lunch? brands that customers trust other banks major global brands trusted sources of guidance agile retailers other financial companies new startups
  • 4. Understanding the value proposition of Business Process Management and demonstrating the business value to process owners Understanding the value proposition of Business Process Management and demonstrating the business value to process owners
  • 5. Understanding the value proposition of Business Process Management and demonstrating the business value to process owners
  • 7. THIS ISN’T ROCKET SCIENCE Understanding the value proposition of BPM Using BPM to align organisation’s business processes with customer needs Building the business case - assessing the requirements to successfully implement a BPM approach 1 2 3 1 2 3
  • 8. what we need is organisation & methods
  • 11. six honest serving men WHO WHAT WHERE WHY WHEN HOW TOGAF ZACHMAN ITIL ETOM BPMS SSADM AGILE
  • 12. we have got to make management scientific
  • 13. the process must move to the workers
  • 14. everything can be connected WWW
  • 15. ITS BPM JIM BUT NOT AS WE KNOW IT “THERE’S FOUR SPIECIES HERE, BUT STRANGELY THEY ALL BELIEVE IN THE SAME THING"
  • 16. Understanding the value proposition of BPM •  Adam Smith •  Rudyard Kipling •  Frederick Winslow Taylor •  Henry Ford •  Tim Berners-Lee •  Doctor McCoy – “its BPM Jim but not as we know it” 1 2 3 4 5 6
  • 17. BPM has four flavours – what’s yours? ² BPM to redesign the organisation ² BPM to automate the organisation ² bpm to redesign then automate the organisation ² BPM to reframe the customer experience
  • 18. Ups, Downs and Sideways •  If you automate a mess you end up with a….
  • 19. Ups, Downs and Sideways •  If you automate a mess you end up with a…. •  If what you are doing is dumb making that more efficient is dumber
  • 20. Ups, Downs and Sideways •  If you automate a mess you end up with a…. •  If what you are doing is dumb making that more efficient is dumber •  fossilizing the dumb stuff into a big erp is really the dumbest of all
  • 21. Ups, Downs and Sideways •  If you automate a mess you end up with a…. •  If what you are doing is dumb making that more efficient is dumber •  fossilizing the dumb stuff into a big erp is really the dumbest of all •  Aligning what you are doing to deliver Successful Customer Outcomes (makes a lot more sense)
  • 22. “Outside-in is a powerful idea” Jack Welch
  • 23. Ups, Downs and Sideways •  If you automate a mess you end up with a…. •  If what you are doing is dumb making that more efficient is dumber •  fossilizing the dumb stuff into a big erp is really the dumbest of all •  Aligning what you are doing to deliver Successful Customer Outcomes (makes a lot more sense) the process performance landscape
  • 24. BPM Wins the Triple Crown •  Simultaneously Reduce costs, Grow revenues and Enhance service •  Show me the money! •  A few achievers and their stories
  • 25. A few achievers of note WWW.BPGROUP.ORG
  • 26. Building the business case - assessing the requirements to successfully implement a BPM approach •  Start where you are •  Create advocacy through local success •  Get your folks up to speed (tools, techniques and language) •  Grow out the programme – example
  • 27. Using BPM to align organisation’s business processes with customer needs •  Understand the needs •  Identify what you are doing to deliver those needs •  Align everything to achieve those needs •  Manage expectations and the customer experience IT IS NEEDS OF CUSTOMER NOT VOICE OF CUSTOMER
  • 28. Using BPM to align organisation’s business processes with customer needs • Understand the needs •  Identify what you are doing to deliver those needs •  Align everything to achieve those needs •  Manage expectations and the customer experience
  • 29. the process performance landscape (how to)
  • 30. successful Customer outcome Focused BPM More and better skilled staff Invest in staff & facilities Patient Superior Patient Exp. Faster & more successful delivery Free up time & resources Superior Triple Crown Results Increase in patients treated Understand the Successful Customer Outcome create the process to support the sco roll out the process lower costs better service improved revenue
  • 31. focus on the sco and everything else follows - example
  • 32. summary - moving from industrial age thinking
  • 33. summary - to outside-in thinking & practice
  • 34. Building the business case - assessing the requirements to successfully implement a BPM approach •  Start where you are •  Create advocacy through local success •  Get your folks up to speed (tools, techniques and language) •  Grow out the programme
  • 35. Acknowledgements flikr istockphoto bigstock logo’s used with permission video’s used with permission
  • 37. Understanding the value proposition of Business Process Management and demonstrating the business value to process owners Understanding the value proposition of Business Process Management and demonstrating the business value to process owners
  • 38. You will never think of process in the same way again™ Certified Process Professional If you enjoy this presentation signup for the next cpp masters (5 days) in: sydney 13th CPP Masters w/c 27 october https://sydneymasters2014.eventbrite.com brisbane 10th CPP MASTERS w/c 3 November https://brisbanemasters2014.eventbrite.com