2 Virtuous Circles. transforming performance improvement

Transcription

1 transforming performance improvement

2 Copyright Notice Copyright 2014 Leonardo Consulting. All rights reserved. This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International Licence 2

3 current practices better practices potential practices new practices 2 Virtuous Circles Leonardo BPM Curriculum analytical Enhancement Derivation New Process Utilisation Modelling Excellence Innovation creative Measuring Processes 3 days of valuable insights into, and practical tools for, the discovery, definition and management of effective process performance measures Improving Processes This 3-day course delivers practical advice and tools you can use immediately to generate great process change ideas. Stop relying on chance. Process Modelling Excellence This 1-day, tool-neutral seminar is a breakthrough experience for modellers and those who manage them. It will improve your Return on Modelling. BPTrends Professional Certificate Over 5 days the Professional Certificate program teaches a practical approach to analysing, measuring and improving process performance. BPTrends Enterprise Certificate Beyond process improvement, the Enterprise Certificate 5-day program teaches how to build and maintain a truly process-centric organization. BPM Consulting Services BPM Maturity assessment Process Improvement projects Process Architecture development 7 Enablers Rollout Office of BPM development Process culture development Executive BPM coaching Process practitioner coaching Process performance analysis Process governance design Process modeling management Process automation BPM capability development 3

4 FAIL! 4

5 Failure to Execute! 70% myth?! The Economist suggests 44%*! Strategy execution is: complex, difficult, demanding, conflicts with daily operations! Disconnect with day-to-day reality! Top-down & fades out! Result: frustration, cynicism, change fatigue, & missed opportunities * Why Good Strategies Fail: Lessons for the C-Suite The Economist Intelligence Unit Limited 5

6 FAIL! 6

7 Process Management Failure! Not embedded in daily management! No unifying system! No compelling reason! Focus on modeling and IT rather than management and transformation! Lack vision and ambitious targets! Bottom-up & fades out! Result: frustration, cynicism, change fatigue, & missed opportunities 7

8 The Gray Zone Strategy Execution The Gray Zone Process Management 8

9 What would success look like?! Strategy-driven, process-centric! Focused on value delivery! Embedded improvement culture! Proactive + responsive 9

10 ! M is for Management! Problems + Opportunities 10

11 The M in BPM stands for Management Managing resources Functional Organization Creating, accumulating, & delivering value Process Organization 11

12 Improvement? Delight Exploration - go beyond constraints - Expectations" not fulfilled Expectations" exceeded Exploitation - work within constraints - Dissatisfaction Source: Michael Rosemann, QUT 12

13 2 Virtuous Circles Explore & Exploit 13

14 Strategy Execution Value Delivery Process Management 14

15 The Whyte & Brite Laundry a fictive case study 15

16 Whyte & Brite Organization Diagram General Environmental Influences Capital Markets Labor Markets Technology Providers Whyte & Brite Laundry Strategy Themes Organiza5onal Capital Development Excellence Customer Care Excellence Service Innova5on Owners Personal Customers Commercial Customers Vendors Environmental Excellence Compe55on 16

17 Whyte & Brite Process Architecture Lead The Organisation Management Processes Core Value Chains Provide Personal Laundry Service Provide Commercial Laundry Service Support The Organisation Innovate Service Delivery Control Environmental Impact Other Support Processes 17

18 Strategy Meets Process Whyte & Brite Laundry Strategy Themes Customer Care Excellence Whyte & Brite Laundry Management Processes Customer Care Excellence Provide Personal Laundry Service Provide Commercial Laundry Service Organizational Capital Development Excellence Service Innovation Environmental Excellence Organizational Capital Development Excellence Service Innovation Innovate Service Delivery Lead The Organisation Management Processes Core Value Chains Provide Personal Laundry Service Provide Commercial Laundry Service Support The Organisation Environmental Excellence Control Environmental Impact Innovate Service Delivery Control Environmental Impact Other Support Processes Support Processes 18

19 Capital Markets Labor Markets Technology Providers Vendors General Environmental Influences Competition Owners Personal Customers Commercial Customers 2 Virtuous Circles Lead The Organisation Management Processes Whyte & Brite Laundry Management Processes Whyte & Brite Laundry Strategy Themes Customer Care Excellence Organizational Capital Service Development Innovation Excellence Environmental Excellence Core Value Chains Provide Personal Laundry Service Provide Commercial Laundry Service Support The Organisation Innovate Service Delivery Control Environmental Impact Organizational Capital Development Excellence Provide Personal Customer Laundry Service Care Excellence Provide Commercial Laundry Service Innovate Service Service Innovation Delivery Control Environmental Environmental Excellence Impact Other Support Processes Support Processes So What?? How does this help deliver value?? How is it to be managed?? Who is responsible? 19

20 The Chasm Aspiration Reality 20

21 Crossing the Chasm! Deliberate excellence embedded in the culture: strategy=process, improvement, innovation, active management! Systemic, practical, creative, credible, useful! Proven benefits! Mindset, not just toolset! Enabling leadership 21

22 NOT Crossing the Chasm! Random acts of management! Some success, no momentum! Posters, not systems & useful artefacts! Failed to deliver value! Encouraged but not empowered! Cultural barriers, e.g. measure to persecute, not understand! All too hard back to BABAE BABAE = Business As Bad As Ever 22

23 2 Virtuous Circles putting process at the centre of business management 23

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25 ! Continuously testing performance! Set process performance targets! Measure what is really happening! Do something if results are not what they should be! Do something if results are what they should be! Target-Measure-Respond: unrelenting focus on process performance.! Mind The Gap core of Process Owner role. 25

26 ! Respond to process performance anomalies & opportunities! Understand current situation, define target, design change required! Not just a To Be or To Do but new As Is! Methodology neutral! At least occasionally Remarkable!! Close the process performance gap, i.e. ensure effective strategy execution 26

27 " Key processes " Triggered by PO, " at every level " delivering change " always turning " create new As Is " at right speed " & close the gaps 27

28 PO or PI First? PO supports:! the idea of BPM! supply/service chain! better mgt & reporting! customer focus PI supports:! operational problems! single process view! time, cost, quality! BPM PoC 28

29 Keep the Circles Turning! PO circle defines essential role of management - continuously uncover & resolve current and emergent performance issues! PI circle seeks, finds, and effects the changes required to close the performance gaps! Together achieve much more than either alone! Circular momentum drives improvement and innovation, resisting influences that seek to maintain the status quo 29

30 ! It can be done: leadership, mindset, action! Define architecture, measures, process owners a system! Enable the Process Owners! Focus on performance - proven benefits, occasionally remarkable - run 100 PIPs! Give practical support! Create momentum! Keep the circles turning 30

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33 Roger Tregear More information on BPM and related topics can be found at the websites listed above and at Roger s column, Practical Process, is published by BPTrends and all columns can be accessed at the website (enter Tregear in the search field). Many of the columns are also available as a single collection in the Amazon Kindle book, Practical Process. Let s connect! Copies of the Office of BPM book are available from Roger on request. 33

34 Partners in Process Organizations are traditionally managed via the organization chart. Yet not one of the entities shown on that chart can, by itself, deliver value to a customer. The reality is that we create, accumulate, and deliver value by collaboration across the chart. We manage resources vertically using the organization chart; we create and deliver value via business processes operating across the organization chart. Organizations want to reduce costs, enhance products and services, and be more attentive to customers. Business Process Management (BPM) offers a practical solution, refocusing management on how value is created, accumulated, and delivered to customers and other stakeholders. The focus is on the way work gets done, and what impedes it being done in the most straightforward, efficient and effective way. Leonardo Consulting provides assistance with the seven enablers that put process at the center of business management. 34

35 Together, building BPM Together, we document the process architecture Together, we define process measures Together, we establish process governance Together, we improve process performance Together, we raise & sustain process awareness Together, we enhance process capability Together, we establish ongoing process support This allows you to understand how you create & deliver value focus clearly on the most important elements This allows you to deeply understand organizational performance prioritize process improvement investments This allows you to respond to process performance anomalies sustain continuous performance improvement This allows you to resolve important performance issues realize process improvement benefits This allows you to create a mindset of continuous improvement generate enthusiasm for performance excellence This allows you to develop consistent, reusable approaches build in-house process improvement capability This allows you to maintain process improvement quality embed continuous performance improvement 35

36 Accelerating BPM development Leonardo Consulting provides consulting, education and technology accelerators for organizations wishing to develop higher levels of maturity in each of the seven enablers of BPM. For 15 years we have been a trusted advisor to our customers delivering quality education, technology and consulting services. Our approach is process-centric; our focus is performance-driven. Our ability to assist organizations with innovative process-based management is sound, practical, deep and proven. Our work is unrelentingly focused on helping customers achieve their goals using business process-centric management approaches. Leonardo Consulting specialises in helping organizations achieve effective process-based management. It s what we do. It s who we are. 36

37 current practices better practices potential practices new practices 2 Virtuous Circles Leonardo BPM Curriculum analytical Enhancement Derivation New Process Utilisation Modelling Excellence Innovation creative Measuring Processes 3 days of valuable insights into, and practical tools for, the discovery, definition and management of effective process performance measures Improving Processes This 3-day course delivers practical advice and tools you can use immediately to generate great process change ideas. Stop relying on chance. Process Modelling Excellence This 1-day, tool-neutral seminar is a breakthrough experience for modellers and those who manage them. It will improve your Return on Modelling. BPTrends Professional Certificate Over 5 days the Professional Certificate program teaches a practical approach to analysing, measuring and improving process performance. BPTrends Enterprise Certificate Beyond process improvement, the Enterprise Certificate 5-day program teaches how to build and maintain a truly process-centric organization. BPM Consulting Services BPM Maturity assessment Process Improvement Projects Process Architecture development 7 Enablers Rollout Office of BPM development Executive BPM coaching Process practitioner coaching Process performance analysis Process governance design Process modeling management Process automation BPM capability development 37