Advanced BPM is more than a series of tools and techniques to view and improve our business. It is a 'practical thinking approach' or a 'business attitude' to be orientated to as much of the business as the practitioner or management requires. If implemented to the greatest degree, a company may design and represent its organisation charts around the customer and the specific outcomes it is looking to create.

1. CONSULTING EVENTS ABOUT US RESOURCES STORE
1 2 3 4 5
Singapore: 16 - 17 May 2013
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Idea behind the workshop
“The next ten years will be critical to the success of your business. How prepared are you? Are
you aware of the latest advances in identifying, defining and implementing change that can
impact your organisation almost immediately, even if you have already ‘optimised’ many times
over?”
Approaches to applying change in organisations are progressing very rapidly and with good reason. Many of
the existing methods still being applied either do not give the necessary insight to maximise impact, or
simply take too long to apply to be effective in a changing world. Advanced BPM is a powerfully innovative
and practical approach (i.e. rapid to apply) that builds on previous generation methods to dramatically
improve existing business processes and create new ones that impact business performance under every
definition. Most organisations are sitting on efficiency and cost reduction opportunities that previous
generation approaches never identify. In addition, the ability to innovate and create revenue and service
opportunities are usually looked at as separate initiatives. Why should they be? They are all part of Advanced
BPM - the latest change methods designed better support operations, customer centric change, governance
and strategy than anything that gone previously.
Challenges necessitating the emergence of Advanced BPM
Everything an organisation does is now the focus of Advanced Business Process Management. Variation is
inherent in almost everything we do and even with change this variation does and should still exist. The
change challenges companies face all link back to their process agenda - we have to update our approaches
if our enterprises are going to continue thrive:
Operational Challenges Driving a Customer Centric Linking change back to overall
Strategy Business Performance
Operations, structures and Competition is fierce, global Companies fundamentally
business process flows are and increasing. The focus on believe they offer superior
often way too complex, cheaper, better, faster is not products and services but still
creating unnecessary and enough to dominate a market. struggle to make the returns
difficult to identify non- Innovation has to be they believe possible. How do
contributory costs and continuous but it needs to be we change that?
significantly increased across the domain of the
potential for failure. entire company, not with just Companies strive to be market
the specialised few. leaders, and they believe they
The process of change is too have the capabilities to be a
complex, relying on the Customers have realised their market leader, but internal Advanced BPM
application of complex right to exercise choice. They issues prevent them from Workshop
algorithms to large volumes of realise they have the right to getting there. » UAE » Australia
data. As obvious alternatives and they » Qatar » Saudi Arabia
improvements are delivered, frequently exercise those » Thailand » Singapore
Too many enterprises believe
rights. » Sweden » Malaysia
staying with these existing it is difficult to markedly

2. » India
approaches means new reduce costs without
improvements often only Customers have high
negatively impacting service
produce diminishing returns. expectations, they will
levels. How do you change
continue to demand more and
that perception and do so
unless that demand is met,
Even in 2013 more than 50% quickly?
they will go elsewhere.
of change projects still under-
Delivering to those demands
perform and do not achieve The global recession has
that have the most impact on
the desired outcome. impacted the overall business
customer experience is more
profitable. The question is, climate and many companies
There are so many alternative how can the company connect believe their performance
methods to drive change out to the customer experience won’t markedly improve until
there, it is difficult to select when traditional Voice of the business environment
which makes most sense for Customer approaches only improves. How do you need to
your business. uncover 60% of the real think about your business so
opportunity. that you have the potential to
Governance is difficult because join those special few who
companies are using the Customers often have a better thrive – recession or no
wrong approaches and view of the overall customer recession.
measures which slows agility experience than the company
and means useful insight is that still operates with a
often never attained. This largely silo driven focus. If the
directly impacts the cost base silos and traditional structures
and forward potential for are still going to be around for
failure. the foreseeable future, how do
we ensure the enterprise
drives the customer
experience to ensure they
keep coming back?
Advanced BPM utilises the latest customer centric methodologies to deliver a change strategy that is in line
with the organisation’s performance requirements and the challenges of the times. Our change model is all
about moving from delivering “capability” to delivering “value” - empowering the appointed change agents
with the thinking, tools and techniques that can be immediately utilised in their organisation. It provides a
map that guides them every step of the way to identify customer outcome and change opportunities that can
then implemented in a structured and risk mitigated fashion.
If you are traveling, you may like to attend the program city near you
Advanced BPM in April 2013
Australia UAE Qatar
Saudi Arabia
Advanced BPM in May 2013
Singapore Malaysia Thailand
Sweden India
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy

3. CONSULTING EVENTS ABOUT US RESOURCES STORE
Why is this workshop important?
These Advanced BPM approaches are a mixture of learnings distilled from the thought leadership of leading global
change companies, our own extensive experience delivering change "in the field" and our own in-house research
team. Everything that is done is aligned to the latest approaches for delivering change. This is called "Outcome
Based Thinking" and is designed to take change thinking to the next level and help an organisation bring their
processes, systems, strategy, people and customers into full alignment, focusing the organization its very reason for
existing. Through superior alignment, customer experience is significantly improved and operational costs are
decreased. We can therefore improve revenue, reduce costs and enhance the quality of service to the customer, all
at the same time.
Exclusive focus on the Customer – but with an enhanced ability to innovate and uncover new
ideas they will never tell you about
Every company still in business today positively impacts their customer outcomes to a degree - they would have to, or
customers would not be buying. Advanced BPM is built on the philosophy that the more positively a company
impacts its Customer Needs Framework (CNF), the greater proportion of available business it is going to win.
Applying this thinking will take you to places (i.e. business opportunities) that your competition has never been able
to exploit and perhaps never thought about. It leads you to clearly identify and understand the true customer needs
(as compared to the wants) and then work to ensure that the entire organization and its processes address those
needs, above all else. The Advanced BPM methodology starts from an 'outside of the organization' perspective then
Tell a friend moves to 'the inside' to implement effectively aligned processes.
Our research indicates that often the best solution to a customer's need is different than the customer's own
Upcoming Webinars
perceived solution. That ability to understand customer needs, often better than they do themselves, is what
Wed, Apr 24, 2013 distinguishes the great innovators such as Apple and AirTran Airlines from all others. Apple is producing applications
Enterprise that people never thought they needed, whereas a significant proportion of their competition whom have built what
Architecture - they believe to be technologically superior mobile phones have had to re-think their approach in the midst of falling
Essentials for
revenues and margins. AirTran is close to the era of the free flight ticket and yet enjoy consistent profitability whereas
Decision Makers
British Airways, although operating more profitably as of late, has gone through possibly the worst business period in
Thu, Apr 25, 2013
its history - although more recently it has returned to profitability. If you think about it, an airline is a business which
Tips & Traps -
is made up of the same commodity components - similar airplanes, customers with roughly the same wants/needs,
Architecture driven
airports with the ability to offer the same services (if they choose) - yet some operators are flying high and others are
IT migration &
modernization sinking towards government bailout or bankruptcy. Both AirTran and British Airways will claim customer centricity but
roadmap an Outside-In approach better defines the important outcome components that are critical to business success and
under this lens it becomes very clear British Airways has been left wanting.
Organising to sustain a performance change focus
Advanced BPM is more than a series of tools and techniques to view and
improve our business. It is a 'practical thinking approach' or a 'business
attitude' to be orientated to as much of the business as the practitioner or
management requires. If implemented to the greatest degree, a company
may design and represent its organisation charts around the customer
and the specific outcomes it is looking to create.
The approach does not prevent other techniques from being used in
analysing or improving our business, but it does ensure that Outcome
focus be it customer, operations or wider social agenda is maintained as a
central theme even when CEO's, boards and senior managers discuss change. If focus is only maintained at a tools
and techniques level they tend to be pigeon-holed into a specific silo and more likely to become forgotten or ignored
as the "latest and greatest" ideas for change raises its head.
Taking the Complexity out of how we view our business
One of the issues that change practitioners face is the underlying
complexity of the business we are trying to improve or change. Generally,
when we move from high level management representations to process
detail, a much more complex picture emerges, which we have usually
justified on the basis of "that's just what we do". But if we look at that
process again from a different outcome viewpoint then the process
appears very different. Advanced BPM shows that the way we
traditionally view process is an illusion and prevents us from viewing
business in a way to enable significant change. Viewing what we do from
the perspective of the outcome enables us to think of performance change

4. initiatives that would never occur to us if we only study our business in
the traditional manner.
How many changes to the way we do business seem obvious once we
have identified what they are and implemented them, but somehow eluded us when we are looking at our businesses
as a ‘haystack’ of processes?
Developing a methodology we can all apply
Sustained change is best effected if it can be articulated in a way the whole organisation can understand and be part
of. Make the tools and approaches complex, using terminology a person needs significant training to understand,
means they will be side-lined to a department with the ability to handle that specialisation. Such departments
maintain credibility if they are seen to be consistently performing, but as soon as under-performance or failure is
perceived, they can be disenfranchised or worse, disappear.
The thinking, tools and techniques within Advanced BPM can be applied directly to our own organisations after less
than a week of training. The terminology used can be adopted, if necessary, across an enterprise although in reality
many will apply the tools and make changes without ever having to be too specific as to the techniques used. This
may range from the individual improving performance from the context of the remit where they have influence, to
sustained change programmes at an organisation level. Change which the whole organisation can relate to, and
understand, is more likely to succeed than change prescribed by specialists using language we only partially
understand.
The world’s most successful organisations are often characterized as those where staff are seen to be driving and feel
part of the business. Giving those staff an understanding of the thinking and techniques that enable change helps turn
change into an opportunity as opposed to a threat.
Ultimately any change has to be judged under the measures that directly relate to the business – revenue, cost base,
shareholder value, market penetration as well as the softer but still important qualitative measures such as customer
satisfaction, market reaction and analyst appraisal. Advanced BPM can impact all of these measures and moreover,
do it simultaneously.
Alignments that can positively impact the whole organisation
Advanced BPM is designed on the premise if a process or operation does NOT contribute to the Outcome we seek –
you don’t do it! On first analysis this may appear difficult to rationalise in a practical sense.
For instance, some business areas may not directly ‘touch’ the customer but may seek certain operational outcomes.
Unless these non-customer facing departments are tightly aligned to the customer facing areas and ultimately the
customer, then at best unnecessary tasks and activities will emerge which will increase complexity, cost and the
potential for failure.
On the other hand, when they are properly aligned to the customer, huge opportunities to impact business
performance becomes apparent:
An HR department for a software company might change how they reward the sales function to be in
alignment to the Customer Needs Framework, so as to encourage active qualification and delivery against real
customer needs rather than as is traditionally done, just on contracted revenue, which encourages that non-
customer centric behaviour, the drive to get ‘a deal’ which leaves a legacy of problems and reduces follow-on
business potential downstream.
The finance department with a good understanding of expense run rates may have a trust based process for all
expenses within a specified threshold for the sales and delivery teams. The cost of extra expenses would be
more than off-set by reduced manual effort and the sales/delivery functions would be left to focus on their core

5. objectives.
A printing company may be able to remove all its print shops and the overhead costs involved, because the
customer can now define exactly how he/she wants the delivery to look via a simple downloadable print tool
and the Customer Needs Framework says the delivery should come to a place of my choosing when I want – I
no longer have to go a specific location to discuss/review/pick-up etc.
A lift manufacturer may decide to outsource the manufacture of its lift doors but not the open/closing
mechanism because the door itself can be produced to the specification required and the impact on the needs
framework is easy to control.
A fashion company may decide to centralise its production operations close to its operational headquarters
rather than the traditional low cost production centres in China because it can facilitate the high velocity in its
design to shop floor objective that the customers demand.
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy

6. CONSULTING EVENTS ABOUT US RESOURCES STORE
Why is this workshop important?
These Advanced BPM approaches are a mixture of learnings distilled from the thought leadership of leading global
change companies, our own extensive experience delivering change "in the field" and our own in-house research
team. Everything that is done is aligned to the latest approaches for delivering change. This is called "Outcome
Based Thinking" and is designed to take change thinking to the next level and help an organisation bring their
processes, systems, strategy, people and customers into full alignment, focusing the organization its very reason for
existing. Through superior alignment, customer experience is significantly improved and operational costs are
decreased. We can therefore improve revenue, reduce costs and enhance the quality of service to the customer, all
at the same time.
Exclusive focus on the Customer – but with an enhanced ability to innovate and uncover new
ideas they will never tell you about
Every company still in business today positively impacts their customer outcomes to a degree - they would have to, or
customers would not be buying. Advanced BPM is built on the philosophy that the more positively a company
impacts its Customer Needs Framework (CNF), the greater proportion of available business it is going to win.
Applying this thinking will take you to places (i.e. business opportunities) that your competition has never been able
to exploit and perhaps never thought about. It leads you to clearly identify and understand the true customer needs
(as compared to the wants) and then work to ensure that the entire organization and its processes address those
needs, above all else. The Advanced BPM methodology starts from an 'outside of the organization' perspective then
Tell a friend moves to 'the inside' to implement effectively aligned processes.
Our research indicates that often the best solution to a customer's need is different than the customer's own
Upcoming Webinars
perceived solution. That ability to understand customer needs, often better than they do themselves, is what
Wed, Apr 24, 2013 distinguishes the great innovators such as Apple and AirTran Airlines from all others. Apple is producing applications
Enterprise that people never thought they needed, whereas a significant proportion of their competition whom have built what
Architecture - they believe to be technologically superior mobile phones have had to re-think their approach in the midst of falling
Essentials for
revenues and margins. AirTran is close to the era of the free flight ticket and yet enjoy consistent profitability whereas
Decision Makers
British Airways, although operating more profitably as of late, has gone through possibly the worst business period in
Thu, Apr 25, 2013
its history - although more recently it has returned to profitability. If you think about it, an airline is a business which
Tips & Traps -
is made up of the same commodity components - similar airplanes, customers with roughly the same wants/needs,
Architecture driven
airports with the ability to offer the same services (if they choose) - yet some operators are flying high and others are
IT migration &
modernization sinking towards government bailout or bankruptcy. Both AirTran and British Airways will claim customer centricity but
roadmap an Outside-In approach better defines the important outcome components that are critical to business success and
under this lens it becomes very clear British Airways has been left wanting.
Organising to sustain a performance change focus
Advanced BPM is more than a series of tools and techniques to view and
improve our business. It is a 'practical thinking approach' or a 'business
attitude' to be orientated to as much of the business as the practitioner or
management requires. If implemented to the greatest degree, a company
may design and represent its organisation charts around the customer
and the specific outcomes it is looking to create.
The approach does not prevent other techniques from being used in
analysing or improving our business, but it does ensure that Outcome
focus be it customer, operations or wider social agenda is maintained as a
central theme even when CEO's, boards and senior managers discuss change. If focus is only maintained at a tools
and techniques level they tend to be pigeon-holed into a specific silo and more likely to become forgotten or ignored
as the "latest and greatest" ideas for change raises its head.
Taking the Complexity out of how we view our business
One of the issues that change practitioners face is the underlying
complexity of the business we are trying to improve or change. Generally,
when we move from high level management representations to process
detail, a much more complex picture emerges, which we have usually
justified on the basis of "that's just what we do". But if we look at that
process again from a different outcome viewpoint then the process
appears very different. Advanced BPM shows that the way we
traditionally view process is an illusion and prevents us from viewing
business in a way to enable significant change. Viewing what we do from
the perspective of the outcome enables us to think of performance change

7. initiatives that would never occur to us if we only study our business in
the traditional manner.
How many changes to the way we do business seem obvious once we
have identified what they are and implemented them, but somehow eluded us when we are looking at our businesses
as a ‘haystack’ of processes?
Developing a methodology we can all apply
Sustained change is best effected if it can be articulated in a way the whole organisation can understand and be part
of. Make the tools and approaches complex, using terminology a person needs significant training to understand,
means they will be side-lined to a department with the ability to handle that specialisation. Such departments
maintain credibility if they are seen to be consistently performing, but as soon as under-performance or failure is
perceived, they can be disenfranchised or worse, disappear.
The thinking, tools and techniques within Advanced BPM can be applied directly to our own organisations after less
than a week of training. The terminology used can be adopted, if necessary, across an enterprise although in reality
many will apply the tools and make changes without ever having to be too specific as to the techniques used. This
may range from the individual improving performance from the context of the remit where they have influence, to
sustained change programmes at an organisation level. Change which the whole organisation can relate to, and
understand, is more likely to succeed than change prescribed by specialists using language we only partially
understand.
The world’s most successful organisations are often characterized as those where staff are seen to be driving and feel
part of the business. Giving those staff an understanding of the thinking and techniques that enable change helps turn
change into an opportunity as opposed to a threat.
Ultimately any change has to be judged under the measures that directly relate to the business – revenue, cost base,
shareholder value, market penetration as well as the softer but still important qualitative measures such as customer
satisfaction, market reaction and analyst appraisal. Advanced BPM can impact all of these measures and moreover,
do it simultaneously.
Alignments that can positively impact the whole organisation
Advanced BPM is designed on the premise if a process or operation does NOT contribute to the Outcome we seek –
you don’t do it! On first analysis this may appear difficult to rationalise in a practical sense.
For instance, some business areas may not directly ‘touch’ the customer but may seek certain operational outcomes.
Unless these non-customer facing departments are tightly aligned to the customer facing areas and ultimately the
customer, then at best unnecessary tasks and activities will emerge which will increase complexity, cost and the
potential for failure.
On the other hand, when they are properly aligned to the customer, huge opportunities to impact business
performance becomes apparent:
An HR department for a software company might change how they reward the sales function to be in
alignment to the Customer Needs Framework, so as to encourage active qualification and delivery against real
customer needs rather than as is traditionally done, just on contracted revenue, which encourages that non-
customer centric behaviour, the drive to get ‘a deal’ which leaves a legacy of problems and reduces follow-on
business potential downstream.
The finance department with a good understanding of expense run rates may have a trust based process for all
expenses within a specified threshold for the sales and delivery teams. The cost of extra expenses would be
more than off-set by reduced manual effort and the sales/delivery functions would be left to focus on their core

8. objectives.
A printing company may be able to remove all its print shops and the overhead costs involved, because the
customer can now define exactly how he/she wants the delivery to look via a simple downloadable print tool
and the Customer Needs Framework says the delivery should come to a place of my choosing when I want – I
no longer have to go a specific location to discuss/review/pick-up etc.
A lift manufacturer may decide to outsource the manufacture of its lift doors but not the open/closing
mechanism because the door itself can be produced to the specification required and the impact on the needs
framework is easy to control.
A fashion company may decide to centralise its production operations close to its operational headquarters
rather than the traditional low cost production centres in China because it can facilitate the high velocity in its
design to shop floor objective that the customers demand.
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy