Creating a Culture of Business Process Management at Southwest Airlines Presented by: Andrew Mathieson & Columbus Brown

Transcription

1 Creating a Culture of Business Process Management at Southwest Airlines Presented by: Andrew Mathieson & Columbus Brown

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3 TODAY SOUTHWEST AIRLINES IS THE NATION S LARGEST DOMESTIC AIRLINE Source: As measured by the Department of Transportation O&D Survey for the twelve months ended June 30, 2017 based on domestic originating passengers boarded. O&D stands for Origin and Destination.

4 UNIQUE APPROACH NO BAG FEES * NO CHANGE FEES ** NO SEAT ASSIGNMENTS * First and second checked pieces of luggage, size and weight limits apply ** Fare differences may apply

5 THE SOUTHWEST WAY

6 HAPPY

7 VISION TO BECOME THE WORLD S MOST LOVED, MOST FLOWN, AND MOST PROFITABLE AIRLINE

8 THE MISSING PIECE

9 BPA AT SOUTHWEST AIRLINES

10 BPA VISION GUIDING PRINCIPLES Create a culture of business process management to help drive predictable delivery and support continuous improvement Focus on value creation Keep it simple Collaborate together

11 HEADWINDS FOR BPA

12 TAILWINDS FOR BPA

13 SET DIRECTION OUTREACH & ADAPTATION GAIN EMPATHY OUR APPROACH

14 SET DIRECTION OUTREACH & ADAPTATION GAIN EMPATHY THE TECHNIQUE

15 THEN Generalized, application-based training Software training not required Engagement with large initiatives Siloes in IT service model Decentralized process modelers

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17 LESSONS LEARNED Leadership sponsorship is key Transformation is a journey Have clear and measurable objectives Timely Train for behaviors and skills Model what matters

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19 APPENDIX

20 Business Model Canvas BPA COE Key Partners Key Capabilities Value Proposition Standard View Customer Relationships Customer Segments Modelers Key Resources Capture Process Find Impacts, Conflicts, and Opportunities Bridge Strategy Channels Implementers SME s/owners Viewers Procedure Writers Trainers Cost Structure Revenue/Benefits Streams

21 Key Partners Business Model Canvas BPA COE Key Capabilities Build, Publish, Analyze Process Manage COE Value Proposition Customer Relationships Customer Segments Support CI Key Resources Channels Cost Structure Revenue/Benefits Streams

22 Key Partners IT Bus. Partners Architects Training Consultants Software Vendor Business Model Canvas BPA COE Key Capabilities Build, Publish, Analyze Process Manage COE Support CI Key Resources Talented People BPM Software BPA Toolkits Value Proposition Standard View Capture Process Find Impacts, Conflicts, and Opportunities Bridge Strategy Customer Relationships Librarian Coach Channels /Meetings Roadshows Training Customer Segments Modelers Implementers SME s/owners Viewers Procedure Writers Trainers Labor Platform Costs Cost Structure Revenue/Benefits Streams Operational Effectiveness/Efficiencies Employee engagement

23 Strategies Capabilities Create culture of business process management MANAGE (People/Process) Promote collaboration and provide standards to capture process MANAGE (Technology) Provide a stable and effective platform Drive predictable project delivery BUILD Empower Employees with ways to capture processes PUBLISH Provide a one stop shop for how things get done at SWA ANALYZE Better identify process change impacts Support continuous improvement SUPPORT CONTINUOUS IMPROVEMENT (CI) Deliver advanced process improvement analytics for CI BPA OPERATIONAL MODEL

24 Strategies Capabilities Create culture of business process management MANAGE (People/Process) MANAGE (Technology) Drive predictable project delivery Perform BPA Demand Mgmt. BUILD Support Bus. Process Design & Documentation Perform Process Coaching & Training PUBLISH ANALYZE Support continuous improvement SUPPORT CONTINUOUS IMPROVEMENT (CI) BPA OPERATIONAL MODEL

25 Agile vs. Waterfall approaches Team members experiences Understand the business, analyze problems, scope projects, gather requirements, test solutions, promote change Pains Hear Finding the right bus. sme s & current process docs Solving bus problems already addressed by other depts. How projects tie to SWA strategy Features Searchable process repository Strategy to Project Mapping Key Process & Application id. Cross dept. Process maps Think What is my role and deliverables? How to meet competing priorities? Which projects in AOP? MODELERS Do See Strong tech. project focus Lots of internal changes New standards & toolkits Gains More time to solve the right problems Cross dept. collaboration & documentation standards Better requirements, less testing Benefits More time to focus on the right solutions vs. current state Visibility to the: Way things get done at SWA Strategy to project alignment Content tactic Adoption Campaigns People This is how we get things done Content Application Access after training qualification Events COP Meetings & Summits, BA events Personal Value Tactics Rewards & Gamification BPA Certification Levels Recognition wall BPA COP membership WIFM Promotions Insight into strategic vision More credibility w/ bus. sme Cross functional expertise, don t have to start from scratch

26 TARGET ADOPTION SEGMENTS

27 OUTREACH MODELERS ADOPTION SEGMENT DESIRED OUTCOME Modelers leading requirements gathering through modeling for their business customer(s) High level of proficiency & adherence to process standards & conventions ACTION Communication Plan COP Collaboration site Specialized Training Approach Marketing Campaign

28 OUTREACH AUDIENCE ASSESSEMENT TARGETED COMMUNICATIONS TARGETED TRAINING ADOPTION PLAN & CAMPAIGN TIMELINE

29 BUSINESS MODEL CANVAS CUSTOMER EMPATHY ADOPTION SEGMENTS BPA CHECKLIST THE TOOLS

30 BUSINESS MODEL CANVAS Key Partners Key Activities Value Proposition Customer Relationships Customer Segments Key Resources Channels Costs Revenue

31 CUSTOMER EMPATHY Think Adoption Campaigns People Hear Customer See Content tactic Content Application Do Events Pains Gains Personal Value Tactics Rewards & Gamification Features Benefits WIFM Promotions

32 PRE-FLIGHT CHECKLIST Vehicle Ready Crew Ready Passengers Ready Contingency Plan

33 BPA PRE-FLIGHT CHECKLIST Vehicle Readiness Platform Standards & Templates User Provisioning Technical Training Materials Governance Fuel for the Journey (Resources, Financial) Clearance for takeoff (Leadership approval) Air Traffic Control ( Org. Coordination) Page 33 Proprietary & Confidential

34 BPA PRE-FLIGHT CHECKLIST Crew Readiness Roles & Responsibilities Critical positions staffed Team trained (Technical) Team equipped (Process/Facilitation) Procedures in place Communications in place Schedules defined Page 34 Proprietary & Confidential

35 BPA PRE-FLIGHT CHECKLIST Passenger Readiness Training Completed Project charted Resources available Page 35 Proprietary & Confidential

36 BPA PRE-FLIGHT CHECKLIST Contingency Plan How and Who to ask for help Escalation paths Service levels defined, response times Playbook to address common situations Best Practice/FAQ Page 36 Proprietary & Confidential