The document discusses breaking down silos within an organization to achieve integrated process improvement. It describes how Joe was appointed as the head of process excellence for an insurance company and tasked with dealing with challenges from acquisitions. It outlines the different types of silo thinking Joe encountered, such as departmental, organizational, and product silos. It then details Joe's efforts to create a unified process excellence center and empower the workforce through a common process platform and technology. The goal is joined up thinking for a connected organization with improved customer service and reduced costs.

1. Joined Up Thinking for a
Connected World
Thierry Tastet
Senior Solutions Consultant OpenText
May 16th 2012

2. Breaking Down Functional Silos to Achieve
Integrated Process Improvement
Joined Up Thinking for a Connected World
Mark McGregor
Author & Performance Coach
Email: mark@markmcgregor.com
Twitter: markmcgregor
Web: www.markmcgregor.com

3. Smiths Trading Inc.
Smiths Key Milestones
» Founded in 1656, in England
» Started in small Blacksmiths shop
» Late 1700’s started making guns
» 1925 developed an early Bicycle
Defense Bikes Insurance
» 1990 diversified into Insurance
“Putting People First, Success » 2010 acquired additional
Through Work and Friendship” Insurance companies
» 2011 First non-family CEO
appointed
3 Copyright 2012© All rights reserved. Mark McGregor.

4. Meet Joe
» Has just been appointed “Head of Process
Excellence: (HOPE) for Smiths Insurance
» Transferred from Bike Company, where he
was Operational Excellence Manager
» Has been with the company for 15 years
» He is a certified Six Sigma Master Black
Belt, and Kaizen Master
» He was responsible for the Bike Company
winning an EFQM Award (European
Framework for Quality Management) in
2010
» Is charged with dealing with acquisition
4 Copyright 2012© All rights reserved. Mark McGregor.
challenges

5. Types of Silo Thinking – Departmental / Functional
» Each function working to own
objectives.
» Culture of “Not my problem”.
» Poor customer service.
» Disjointed systems.
» No visibility across functions.
» Hard to manage change.
Joe started by interviewing all » Appraisal and reward systems
the functional heads to reinforce unwanted behavior.
better understand their » No clear agreement on process.
perspectives and found...
» Or the value of process.
5 Copyright 2012© All rights reserved. Mark McGregor.

6. Types of Silo Thinking – Organizational / Hierarchical
» Disconnected objectives and
poor communication.
» Lack of visibility into work and
information not appropriate to
needs.
» Staff had no idea how what
they did connected with
Research Marketing company goals.
Sales Accounts
» Management lacked
He then met with a number of understanding of how staff got
staff at various levels in the work done.
organization to understand what
challenges they perceived… » No connection between
systems for doing work with
6 Copyright 2012© All rights reserved. Mark McGregor.
reporting work.

7. Types of Silo Thinking – Product / Process
» Process owners did not have
authority or resource.
» There was still replication of
tasks and activities.
» Customer service was better,
but not great.
» A lack of sharing across value
streams or product lines.
Joe then visited with some » Competition between lines for
other firms who were considered resource.
more process-centric. Here he » Issues with employees serving
found… two bosses, process and
7 Copyright 2012© All rights reserved. Mark McGregor.
functional managers.

8. Types of Silo Thinking – Inside-Out / Outside-In
» Outside-In Provided
‣ Best customer service
‣ Lowest processing costs
‣ Increased revenues
‣ Greater agility
» Inside-Out Provided
Research Marketing Sales Accounts
‣ Easier understanding for
stakeholders
Researching the idea of outside-
‣ Easier management structure
in thinking, Joe found that while
there were benefits, there were ‣ Less reasons to change
risks that these would be silos too ‣ Greater stability
8 Copyright 2012© All rights reserved. Mark McGregor.

9. Oh to be the CEO
Disappointment
Anger
Frustration
Friction
9 Copyright 2012© All rights reserved. Mark McGregor.

10. Challenges & Risks – Schools of Process Excellence !
» Were a key source of waste
and duplication.
» Did not communicate or share
information well.
» Were the cause of mistrust in
the business units.
Research Marketing
» Did Sales of the same things,
many
Accounts
but with different names.
Finally Joe held a town hall » All had different reporting lines.
meeting with all the process
groups in the company. To » All had different objectives.
explain that they were part of the problem and had to
change first, in order to build credibility with the business
10 Copyright 2012© All rights reserved. Mark McGregor.

11. Breaking Down the Barriers
A holistic perspective for achieving sustainable
change
11 Copyright 2012© All rights reserved. Mark McGregor.

12. A Unified Process Excellence Center
» All groups were to contribute to
a common toolbox of
techniques.
» A small core group would be
formed.
» Staff would be rotated into the
group from the business with a
Research Marketing maximum 18 month stay.
Sales Accounts
Joe disbanded all the individual » Training would focus more on
process groups and created a coaching and communication.
single center for excellence. » A single technology platform
The message being there is would be used for the groups
only one “process” work.
12 Copyright 2012© All rights reserved. Mark McGregor.

13. Empowering the workforce
» The creation and use of a
single source of truth.
» Goals and objectives, unified,
visible and shared.
» Flexibility for each group to
access accurate information in
appropriate ways.
» Easier sharing of best practice.
Joe then pushed for executive » Reduced costs for continuous
support to move to a system improvement, risk and quality.
that enabled everyone in the
organization to use a common » Faster integration of
acquisitions (people, process
process platform.
13 Copyright 2012© All rights reserved. Mark McGregor.
and systems).

14. Breaking Down Functional Silos to Achieve
Integrated Process Improvement
Joined Up Thinking for a Connected World
Mark McGregor
Author & Performance Coach
Email: mark@markmcgregor.com
Twitter: markmcgregor
Web: www.markmcgregor.com

15. OpenText ProVision
Merger & Acquisition Planning & Deployment Scenario

16. Role of ProVision Business Architecture in
Insurance Merger and Acquisition Planning

17. Insurance Merger and Acquisition Scenario
Merged Document
Imaging and Archive
Incorporate BPM
Case Management

18. Collaboration to Achieve Business Goals

19. OpenText ProVision Business Architecture
Merger & Acquisition Planning & Deployment
Live Demonstration
19

20. Breaking Down Functional Silos to Achieve
Integrated Process Improvement
Joined Up Thinking for a Connected World

22. Next session in this room will be
Managing Financial Client
On-boarding with BPM
Jeff Pascoe
Pre-sales Manager