Enterprise Transformation & the Evolution of BPM

Transcription

1 Enterprise Transformation & the Evolution of BPM Paul Harmon Executive Editor Business Process Trends

2 Business Process Management (BPM) A comprehensive, strategic approach to organizing company change At the high-level, a management philosophy that emphasizes focusing on processes and process performance At the lower-level, a set of new tools and technologies that can facilitate better processes and more agile change

3 We Have Lots of Technologies to Use 1980s 1990's 2000s Management Porter's Value Chains Balanced Scorecard BPO Business Process Redesign Business Process Reengineering SCOR VCOR Performance Improvement Activity Based Costing Rummler-Brache Performance Improvement Quality Control Total Quality Management Six Sigma Lean SEI's CMM for IT Information Technology Business Rule Management Systems Workflow EAI Packaged Software (ERP, CRM) BPM Software Modeling Tools and Methodologies (CASE, UML, MDA)

4 Today: Horizontal & Vertical Alignment Executive Management Strategy Committee Sales Department Horizonally Integrated Processes From Suppliers to Customers Vertically Integrated Measures, Managers, and Resources Employees & IT Applications and Infrastructure

5 An Aside on the Meaning of Process Architecture SCOR Framework Value Chain Business Process Business Process Business Process Process Redesign Projects Business Rule Projects Process Process Process Sub-Process Sub-Process Sub-Process Six Sigma Projects IT Automation Projects SAP Process Models Sub-Sub-Process Sub-Sub-Process Activity Activity

6 A Process-Centric Model Strategy Level Plans & Goals Business Process Level Value Chain Specific Process Implementation Level Process Performed by Employees Process Automated by IT Systems Physical Plant and Hardware Used.

7 Three Critical Areas Strategy and Goals Organization Performance Strategy Level Mangement and Measurement Issues Involved in Executing Actual Business Processes and Activities BP Management Lean Six Sigma Business Process Specific Activity IT BP Architecture BP Analysis & Redesign Business Process Level Activity Management Plan Human Resource Architecture Activity Measurement Plan Job Design Human-IT Interface Model IT Architecture Application Architecture Data Architecture Network Architecture Implementation Level Logical Level Plans, Budgets, Hiring, Resource Allocation, Feedback, Consequences Activity/ Performance Monitoring System Job Aids, Training Programs, Knowledge Management System Screens and Reports Application Designs and Code Database Designs and Data Management Systems Technology Architecture Hardware Architecture Physical Level Physical Plant and Hardware Used.

8 The Process Management Alignment Process Ongoing Business Strategic Process Business Process Architecture Process Hierarchy Business Model Management Plan Performance Measures Management Hierarchy CEO Value Chain Line Managers Bus Process Bus Process Process Process Organizational Alignment See that models, measures and management plans are aligned with those above and below Middle Managers SubProcess SubProcess SubSubProcess Supervisors Activities Activities

9 BP Management The Senior Management BP Team A Business Process Architecture Process-Based Performance Measures Managers Trained to Use the Tools A Management System that Rewards Managers for Using the Tools

10 The Business Process Architecture BP Management Strategy and Goals Organization Performance Strategy Level Mangement and Measurement Issues Involved in Executing Actual Business Processes and Activities Business Process Specific Activity BP Architecture BP Analysis & Redesign Business Process Level Lean SIx Sigma Activity Management Plan Human Resource Architecture Activity Measurement Plan Job Design Human-IT Interface Model IT Architecture Application Architecture Data Architecture IT Network Architecture Implementation Level Logical Level Plans, Budgets, Hiring, Resource Allocation, Feedback, Consequences Activity/ Performance Monitoring System Job Aids, Training Programs, Knowledge Management System Screens and Reports Application Designs and Code Database Designs and Data Management Systems Technology Architecture Hardware Architecture Physical Level Physical Plant and Hardware Used.

11 The Business Process Architecture A key tool for process management A high-level overview of the value chains and key processes that make up the organization An alignment of strategic goals, value chains and key processes A clear-cut way to monitor the performance of the value chains and processes (KPIs) A BP Architecture is NOT an IT EA Architecture

12 BP Frameworks A BP Framework is a template for a BP Architecture It includes an process vocabulary, domain process models for at least 2-3 layers of processes, measures for processes, and best practices. BP Frameworks are set to revolutionize BP Architecture Development

13 The Supply Chain Council s SCOR The best example of the good horizontal BP architecture is provided by the Supply Chain Council s SCOR framework Created in past 5 years by consortium of some 700 companies Defines a top-down approach to organizing the BP architecture of a corporate supply chain process

14 SCOR MODEL: Level 1 Plan Supply Chain Source Make Deliver Return

15 One Value Chain Framework Level 0. Organization Divided into 4 Major Domains Resources Organization Design Chain Enabling Processes Business Development Customer Chain Customers Supply Chain Process Level 1 Processes Plan Plan Plan Plan Integrate Deliver Market Contact Research Design Amend Source Make Return Analyze Develop Revise Relate Sell Assist Level 2 Variations Level 2 Processes: New Technology, New Product, Product Revision Level 2 Processes: Made to Stock, Made to Order, Engineered to Order Level 2 Processes: Expansion, Extension, and Creation Level 3 Subprocesses in Relate to Named Account Level 2 Processes: Relate to Intermediary, Relate to Grouped Account, Relate to Named Account Level 3 Subprocesses R3.1 Receive, Validate & Approve R3.2 Assign Account Team R3.3 Define Engagement Model R3.4 Obtain Customer Needs R3.5 Establish Customer Profile R3.6 Publish Business Rules R3.7 Release to Sell Level 4 Activities Specific to Particular process and company Metrics and Best Practices for Subprocesses Tables for Each Process and Subprocess Information on specific metrics and best practices to implement this subprocess

16 OR Frameworks and 6 Sigma There are already efforts aimed at aligning SCOR and Lean Six Sigma They fit very naturally, since both are very oriented towards measurement and SCOR provides an ideal way to help Lean Six Sigma teams identify areas to focus on Several consulting companies are focusing on this effort

17 Another Aside: Frameworks and BP Maturity Organizations with an mature mastery of their processes. 1. Initial Combining a Framework with Six Sigma is a good way to deal with 5. A Framework Provides all of the basic structure and documentation to move an organization from 2.5 to Repeatable Basic project management processes are established to track cost, schedule, and functionality. The necessary discipline is in place to repeat earlier successes 3. Defined The process for both management and engineering is documented, standardized and integrated by an organization methodology 4. Managed Detailed measures of the process and product quality are collected. Both the process and products are quantitatively understood and controlled. 5. Optimizing Continuous process improvement is enabled by quantitative feedback for the process and from piloting innovative new ideals and technologies. Extending a Framework to support Packaged Applications, BPMS, or BAM will provide even stronger packages. The process is ad hoc. Few activities are explicitly defined and success depends on individual effort and heroics. Organizations with an immature mastery of their processes.

18 The Process-Centric Company Today Most companies want to move toward a more process-centric organization, but They are overwhelmed with changes With technologies that don t integrate With management and measurement systems that aren t designed for process They simply don t have the time and people to achieve a process-centric company if they approach it with first generation methods

19 What Is Needed? We need to move faster - Otherwise we get lost in the day-to-day details We need a comprehensive approach Otherwise we don t achieve enough alignment between the different technologies We need an approach that can appeal to both business and IT managers

20 Enterprise Transformation The challenge is the manage the enterprise using processes To do that we need to have an architecture that provides a complete picture of the enterprise and enterprise performance measures And we need a new methodology for Enterprise Transformation that combines all the tools we have into a new, more powerful approach.

21 For More Information

22 Enterprise Transformation Integrating Business Process Management (BPM) with Lean/Six Sigma Deployment by

23 The Need for Change

24 Must We Change? Change is not useful It is just an intellectual exercise to try to be different Customers don t care about change as long as we provide good service and quality, on time and for a reasonable, controlled price Employees will resist change Change is challenging, but necessary!

25 What Does the Economy & Environment Tell Us About Change? 75% of the product sold in a supermarket did not exist 7 years ago The time to launch a car ( from conception to sale ) has been reduced from 6 years to 36 months Internet sales were representing less than 2% in Europe 5 years ago, now it is covering 15% of the transactions The importations of textile from China have increased by 300% in Q Changes impact day to day life as well as our business, We must adapt to these changes to stay competitive!

26 Is Your Business Changing? On the template : 1 list the names of the 5 main customers you had 5 years ago 2 list the top 5 products & services contributing to your sales or revenue numbers 5 years ago 3 list the 5 main regions / countries you supplied 5 years ago 4 Do the same for the current situation ( 2004/5 ) 5 Calculate the % of change

27 Your Company s Evolution Main Customers Main Products Main Regions 5 years ago Today 5 years ago Today 5 years ago Today % change = ( nb items in order ) / 15 =

28 Enterprise Transformation Program Deployment Emphasis Change Objectives Redefine The Industry Optimize Value Chains Leverage Best Practices Improve Process Efficiency Tactical Content Focus Known Opportunities Proof-of-Concept Pilots ROI Justification Process Improvement Value Capture Value Optimization Business Context Focus BPM Value Chain Opportunity Prioritization Program Expansion Value Realization Process Redesign Value Expansion Business Process Reengineering Strategic Competitive Focus Enterprise Value Optimization Program Integration with the Business Competitive Advantage Enterprise Transformation Function Specific Projects Core Business Processes Primary Value Chains Breadth of Change Extended Value Chains

29 Evolving Organization Design to Support Program Maturity Suppliers Customers Executive Leadership CEO Middle Management Level Functional Group Level Phase Phase 4 Phase 23 Enterprise Program Value 1 Pilot Chain Value Transformation! Program Optimization Expansion

30 Supplier Management Infrastructure Internal Network Sourcing Benchmarking & Selection Commodity Management Traditional Cost Reductions Supply Chain Excellence Supply Chain Definition Small Parts Consumption Based Replenishment Preparing the Culture Cross Training Reward & Recognition Incentives Enterprise Transformation Road Map Lean Sigma Enterprise Skills Development Leadership Training Management Training Lean Black Belt Training Greenbelt Training Kaizen Training Personnel Training SCORcard Measurement Supplier Rationalization Program Infrastructure Steering Teams Roles & Responsibilities Communication Plan Phase Tracking 1: Pilot Financial Verification Program SCOR Deployment Pull System Adoption Internal Supplier S/C Business Process Simplification Focus Factory Projects Product Rationalization Develop Lean Model Areas Variation Reduction Key Enabling Variation / Cost reduction Projects Foundational Changes 5S Standard Work Change Over Reduction TPM Supplier Quality & Delivery Improvements Logistics Optimization Supplier Certification Value Stream Redesign Site Certification Results Acceleration Kaizen Events Directed Effort: Policy Deployment Business Process Kaizen Cross Functional Teams Phase 2: Program Value Expansion Streamlined Business Ops Pull System Penetration 60%+ Enabling System Solutions Supplier Joint Cost Red. Phase Model 3: Facilities Value Chain Optimization Self Sufficiency MBB Kaizen as a way of life Business Process Improvements Year 1 Self managed teams System Wide Bottom-line impact Data Driven Decision Making Year 2 Integrated Supply Chain Value Chain Alignment Product Development Rationalization Product Development Steering Team Division Certification Cultural Change Product Development & Innovation Excellence Phase 4: Enterprise Transformation Lean Six Sigma Organization Year 3 Driving the Evolution to a World Class Enterprise! Year 4 Enabling Systems Integration Integrated Product Development Teams (IPDT) DCOR/CCOR Deployment Skills Development: DFSS Training Innovation World Class Results Set Based Concurrent Engineering Streamline Design Process: Waste analysis Stage gates Product Development Infrastructure Standard Measurements Definitions & Methods Knowledge Capture

31 Customers/ Markets Product Focus Business focus on internal performance Processes Multiple Processes Company Specific Enterprise Transformation Roadmap Customer Satisfaction Metrics Target Markets Target Profitability and Pricing Improved Customer Retention through harvesting strategies Clear RACI for customer interaction External Business Process Focus Six Sigma Expertise Development Focal Point for Enterprise Transformation Introduce Lean/Flow concepts Develop common process definition using Business Process Management End to End Process Focus Process improvement projects Cross Functional Project Teams Market segmentation by competitive requirements Key Metrics Data Gathering & Reporting Improved Customer Loyalty Market research defines key growth areas Data Based Decision Making Standard Processes & Scorecard Metrics Market focused World class service levels Seamless process integration Real time Process performance data available Supplier / customer interaction through e- portals Time 2 Lean concepts generally applied across all processes One common planning system Market Leader/Preferred Solutions Provider World Class Process Performance Time 3 Continuous Improvement is a way of life Routine performance metrics drive process improvement priorities 200X Vision 200X World Class Customer Service Level & Enterprise Performancee Performance Management Learning Organization Career Development supports company strategy Lean competency Functional Focus Systems Multiple Site Specific Installations of the same system No commitment to a common planning system - many legacy applications Limited ability to support one system implementation Elimination of legacy systems Customer / supplier system interface Time 1 System reported standard scorcard Culture Appropriate metrics to drive desired behavior Team Recognition vs. Individual HPWO Reward systems aligned with company objectives Strong Customer Relations People Internal Lean Six Sigma Expertise Standard work and RACI clearly defined Process improvements through Project Teams Performance standards & expectations established

32 Program Design & Preparation Leadership Development Phases of Program Maturity Phase 1 Pilot Program Value Capture What is Lean? What is Six Sigma? What does a Lean Six Sigma Program look like? Are we ready for Lean Six Sigma? What are our goals? How do we develop leadership support? How do we manage the culture change? What are leadership s roles & responsibilities? Phase 2 Program Value Expansion How do we develop the infrastructure to support program growth? How do we maintain accountability? Where else can we leverage Lean Six Sigma? How do we engage leaders of other functions? Divisions? How do we begin to engage cross-functional projects? How do we improve guidance of the Lean Six Sigma team? Phase 3 Value Chain Optimization What customer channels and product lines drive our business? How can we strengthen our primary value chains? How do we engage suppliers & customers? What customer and strategic information is needed to drive value chain optimization? Who will champion and drive value chain projects? Phase 4 Enterprise Transformation How do we integrate and leverage process improvement efforts across the enterprise? How do we develop suppliers & customers to share our business improvement goals? What leadership roles must be developed to manage enterprise transformation? How do we better define customer channel strategies? Opportunity Identification How do we capture known improvement opportunities? How can we prioritize & scope our issues into specific projects and project charters? How can we identify & prioritize projects of greater business impact? What improvements can be made to the core business processes? What resources and methodologies should we use to target and prioritize value chain improvement opportunities? How do we ensure seamless linkage of business strategy to business process improvement and resource development? Execution Skills Development What tools will be taught to Green Belts? Black Belts? What success criteria will be associated with certification? What unique curriculums will be required for specific process areas? What tools apply best in transactional / engineering? How do we execute value chain project? What inputs and leadership interaction is needed for value chain optimization? How do we leverage skilled resources across the enterprise? How do we execute enterprise wide improvement projects? Content Focus Context Focus Competitive Focus Organizational Context Determines Program Needs!

33 Where Do You See Your Company 3-5 Supplier Management Infrastructure Internal Network Sourcing Benchmarking & Selection Commodity Management Traditional Cost Reductions Supply Chain Excellence Supply Chain Definition Small Parts Consumption Based Replenishment Preparing the Culture Cross Training Reward & Recognition Incentives Lean Sigma Enterprise Skills Development Leadership Training Management Training Lean Black Belt Training Greenbelt Training Kaizen Training Personnel Training SCORcard Measurement Supplier Rationalization Program Infrastructure Steering Teams Roles & Responsibilities Communication Plan Phase Tracking 1: Pilot Financial Program Verification Years from now? Highlight what is relevant, Add what is missing, etc. SCOR Deployment Pull System Adoption Internal Supplier S/C Business Process Simplification Focus Factory Projects Product Rationalization Develop Lean Model Areas Variation Reduction Key Enabling Variation / Cost reduction Projects Foundational Changes 5S Standard Work Change Over Reduction TPM Supplier Quality & Delivery Improvements Logistics Optimization Supplier Certification Value Stream Redesign Phase Site Certification 2: Program Value Results Expansion Acceleration Kaizen Events Directed Effort: Policy Deployment Business Process Kaizen Cross Functional Teams Streamlined Business Ops Pull System Penetration 60%+ Enabling System Solutions Supplier Joint Cost Red. Self managed teams System Wide Bottom-line impact Year 1 Data Driven Decision Making Year 2 Division Certification Cultural Change Phase Model 3: Facilities Value Lean Six Sigma Chain Self Sufficiency Optimization MBB Organization Kaizen as a way of life Business Process Improvements Product Development Rationalization Product Development Steering Team Year 3 Product Development & Innovation Excellence Integrated Supply Chain Value Chain Phase 4: Enterprise AlignmentTransformation Year 4 Enabling Systems Integration Set Based Concurrent Customers/ Customer Satisfaction Metrics Market segmentation by Engineering competitive requirements Markets Target Markets Integrated Product Improved Customer Loyalty Development Teams (IPDT) Target Profitability and Pricing Market research defines key Improved Customer Retention growth areas DCOR/CCOR Deployment through harvesting strategies Product Focus Streamline Design Process: Clear RACI for customer interaction Data Based Decision Waste analysis Business focus External Business Making Stage on internal gates Process Focus performance Six Sigma Expertise Development Skills Development: DFSS Training Innovation Multiple Processes Functional Focus Systems World Class Results Focal Point for Enterprise Transformation Introduce Lean/Flow Cross Functional Product Development Infrastructureconcepts Project Teams Standard Measurements Processes Develop common process definition Definitions & Methods using Business Process Knowledge Capture Management End to End Process Focus Multiple Site Specific Installations of the same system No commitment to a common planning system - many legacy applications Limited ability to support one system implementation Process improvement projects Elimination of legacy systems Time 1 Key Metrics Data Gathering & Reporting Customer / supplier system interface System reported standard scorcard Culture Standard Processes & Scorecard Metrics Team Recognition vs. Individual Supplier / customer interaction through e-portals Time 2 Appropriate metrics to drive desired behavior Market focused World class service levels Lean concepts generally applied across all processes Seamless process integration Real time Process performance data available One common planning system HPWO Reward systems aligned with company objectives Strong Customer Relations Market Leader/Preferred Solutions Provider World Class Process Performance Time 3 Continuous Improvement is a way of life Routine performance metrics drive process improvement priorities People Performance Management Learning Organization Career Development supports company strategy Lean competency Internal Lean Six Sigma Expertise Standard work and RACI clearly defined Vision 200X World Class Customer Service Level & Enterprise Performancee Process improvements through Project Teams Performance standards & expectations established 200X

34 Enterprise Transformation using the. Program Design & Preparation Leadership Development Goals, Change Mgmt, Roles & Responsibilities, Infrastructure, Selection Processes, Program Mgmt Opportunity Identification Strategic Req ts, Performance Baseline, Value Steam Assessment, BPM Deployment, Project Definition, Portfolio Prioritization Execution Skills Development Lean / Six Sigma Training, Methodology & Tools Application, Project Execution, Project Tracking, Review, Results Validation, Certification Consulting Services Business Assessment, Organization Design, IT Deployment, Product Development, Advanced Planning, Logistics, Lean Six Sigma Project Management, Advanced Tools Application, Best Practices Expertise Building the Capability to Transform the Enterprise!

35 e-training Hybrid Training Train-Apply-Review Experiential Development Applied Training & Certification Program Design & Preparation Pro-Ex Program Workshop (1 day) Deployment Planning Workshop (2 days) Infrastructure Deployment Workshop (5 days) Program Readiness Assessment (5 days) Leadership Development Leading Strategic Change (2 days) Behavioral Simulation Executive Leadership Training (1 day) Champion Training (3 days) Management Training (4 days) Executive Green Belt Certification (5 days; 5 weeks) Opportunity Identification Project Definition (1 day) I-Solutions Project Portfolio Workshop (2 day) Value Stream Assessment (3-5 days) Hertzler Diagnostic Assessment (5-15 days) Business Process Management (BPM) SCOR, DCOR, CCOR Certification (17 days; weeks) SCOR Wizard VCOR Linking BPM Value Chains Supplier Development Program Six Sigma I-Solutions Execution Skills Development Awareness Training (1 hour) Soft Skills Training (1 day) Essential Skills Training (2 days) Yellow Belt Certification (4 days) Green Belt Certification (5 days; 5 weeks) Lean Kaizen Workout (5 days) Black Belt Certification (25 days; 5 months) Analytical Software (Minitab, JMP, I-Graphics) Master Black Belt Certification (30 days; 6 months) Consulting Services Analysis & Design Tools & Techniques Business Assessments (S&OP, IT, etc.) Best Practices (SAP, RFID) Six Sigma Curriculums Design-for-Six Sigma (DFSS) Transactional Six Sigma Product Delivery Excellence Lean Curriculums Lean Product Development Lean Transactional Lean Production Modular Approach to Build True Enterprise Transformation!

36 VCOR Integration with the. Value-Chain Operations Reference (VCOR) Model VCOR Implementation (Baseline, Benchmark, Analyze, Identify & Validate) BPM CCOR Project Portfolio I-Solutions Hertzler Prioritization & Implementation Planning CCOR Portfolio Implementation Plan Methodology & Resource Requirements Lean Design DFSS Lean Six Sigma Transactional Lean Sigma Design-for-Six Sigma (DFSS) Projects focused on minimizing Process Design and Development Risk, Uncertainty, and Variation Lean/Six Sigma Projects focused on minimizing Waste, Variability and Defects in the Product Development process Transactional Lean Sigma Projects focused on maximizing Transactional Efficiency, Timeliness and Yield to optimize information flow in the Product Development process

37 Enterprise Transformation & Information Technology Evan J Miller, CEO Hertzler Systems Inc. ejmiller@hertzler.com

38 Enterprise Tranformation Requires Right People Right Projects Right Results impactful Right Scope Right Strategy Right Resources Right Costs/ROI Right Data The Information Infrastructure Enables the Right Stuff

39 Existing Information Infrastructure Project Tools Business Systems Deployment Tools Disparate Systems Leave Gaps

40 Project Tools Measurement System Business Systems Deployment Tools The Measurement System Bridges the Gaps

41 What the Measurement System Does Connect => Collect & Alarm => Analyze

42 Measurement System Enables Because Repeatable data source for Define & Measure Phases drives multiple projects Appropriate level of data granularity Automatically identify defects through business system Ask for additional information from process owners Forms foundation of Control Phase data system The Measurement System Enables Enterprise Transformation

43 Enterprise Transformation Turning Data into Knowledge For Enabling Strategy Execution

44 Enterprise Transformation Requires Access to the Right Data by the Right Tools at the Right Time Hertzler / i-solutions Integration ERP SFA Business Performance Performance Manager Business Objectives Process Manager Program Manager Supply Chain GainSeeker Data Mart New/Enhanced Capabilities Call Center Process Owners Advanced Statistical Tools

45 Enterprise Transformation Business Performance Execute Business Processes Define/ Adjust Strategy Enterprise Strategy Execution Cycle New/Enhanced Capabilities Business Objectives Implement Strategic Projects Enterprise Transformation is not easy Many challenges are faced translating strategy into results: How Do You? Systematically cascade corporate goals throughout the organization. Identify, prioritize and resource the thousands of strategic and operational projects needed to implement the strategy. Ensure that all strategic projects are driven to completion. Effectively embed the new/enhanced capabilities into the organization. Drive consistent execution of the new/redesigned business processes. Monitor achievement of the strategy and make changes mid-course as situation changes.

46 i-nexus is the leading web-based enterprise software solution for helping global companies translate strategy into results.

47 M Enterprise Transformation Requires Integration of Objective Flow-down, Process Definition, Dashboard Development and Project Selection Define Process Model Quote to Cash Cash (Profit) From Operations Shareholder Value Capital Employed Flow-down Objectives Prepare Quote Receive Order Plan Order Procure Make Pack & Ship Collect Cash Fixed Assets Working Capital WACC Prepare Invoice Transmit Invoice Approve Invoice Implement Project & Update Process Model Pay Invoice Accounts Receivable Accounts Payable Inventory Select KPIs vs. Targets (Scorecards) Debtor Days Control Chart Advance Payments Project Charter Reduce Invoice Defects Who What When How Why Scope and Select Projects Prioritise Causes

48 E M I How do we measure the overall success of enterprise transformation? By implementing a Deployment Dashboard Measure net benefits that impact the P&L and balance sheet only Financial Net Program Benefits (Profit & Capital Employed Impacts) Net Benefits/Project Net Benefits as % of Revenue People Leadership Capability Index Belt Capability Index Number of Certified Belts, Sponsors, and Process Owners Customer Product/Service Capability Improvement Indices Customer Satisfaction Indices Process Process Success Rates Project Lead-times Project Leverage Index Project Productivity Index Measure relative improvement in process capability not absolute process capability Measure customer satisfaction to validate process capability improvement Measure the key return on Investment drivers Measure the underlying organizational capability

49 For More Information Industry Showcase featuring Hertzler Systems & i-solutions Today at 6:15 p.m. Enterprise Transformation Booth Leadership Circle Retreat Aug 11-12, 2005 Lake Tahoe. Enterprise Transformation Workshop Aug 25-26, 2005 Tempe, AZ