The Business Process CoE from Cost centre to Profit enabler

Transcription

1 The Business Process CoE from Cost centre to Profit enabler 5 Key facts each COE leader should know BBC 2016 Sasha Aganova Sasha.Aganova@processrenewal.com

2 2 Agenda The process centric Organization COE & Process as enabler of strategic results How to gain commitment in the organization Got green light from exec now what? Closing Thoughts

3 3 What is the BPM CoE The Business Process Management Centre of Excellence BPM COE The BPM COE provides the people, practices and capabilities organised for the purpose of transitioning the organization to a process centric management model. This may be provided by a centralised or federated team.

4 4 The process centric management model The Process Centric Management model is enabled by the BPM COE It is recognized that value is delivered across the entire organization, in process driven teams, where each process contribution to the overall success is understood and measured. Align to Strategy Enable a company to successfully align business practices with strategic objectives across the entire organisation. Break Silos Functional silos or roadblocks are eliminated and the company is better positioned to satisfy all stakeholders. Measurable Change Change is manifested in measurable, conscious ways; rather than the type of change that takes the organization by surprise and happens only in huge leaps.

5 5 What does process centric management model looks like day in such organisation Strategic objectives Process 1.1 K&M BPM COE supports translation of strategy into process Process 2.0 K&M KPIs & Metrics Process Area 1.0 Support to get on-target Deviation BPM COE Process 5.0 K&M Inter-related Processes & Sub-processes

6 6 Agenda The process centric Organization COE & Process as enabler of strategic results How to gain commitment in the organization Got green light from exec now what? Closing Thoughts

7 7 Connecting process to strategic outcomes Strategy Day to Day Business BPM COE Projects & Initiatives

8 8 Connecting projects to strategic outcomes Source: Prof. A. Braganza

9 9 5 KEY facts EVERY COE LEAD SHOULD KNOW

10 10 Key Fact 1: Know the strategic Objectives of the company Fact: Be crystal clear what the strategic priorities of the organisation are Memorise them, be ready to recite them! Objective: For your team and customers stay focused Constant reminder of the priorities Increase Wallet Share (30%) Increase online and mobile services (20%) Increase Market Share (30%) Decrease Errors (10%) Sustain Regulatory Compliance Levels (10%)

11 11 Key Fact 2: Know which strategic projects your team is supporting Fact: Ensure connection of CoE initiatives to the achievement of strategic outcomes Majority of CoE resources should be allocated to strategic initiatives Objective: Showcase contribution of the strategy Avoid being perceived to work only on small tasks Rationale to stick with multi-year projects

12 12 Key Fact 3: Give examples of results from your project team participation Fact: Synthesise your previous accomplishments Use STAR structure: (Situation, Task, Approach, Result) Remember to avoid Standardisation and governance as achievements! Objective: Showcase value that you provide Make it real to the listener what you are capable of doing Potential Key Metrics Number of Strategic Projects supported Benefits per project [hard numbers] / Key Achievements [qualitative] Number of requests Process Coverage Team size

13 13 Key Fact 4: Know your (executive) champions Fact: Know who is ready to sing your praises & support your team Understand their team s and personal priorities and objectives Know who they can influence Why: Your success depends on your champions Growing and develop existing relationships Gain credibility within the organization & reach new areas of the business

14 14 Key Fact 5: What is your elevator Pitch for COE? Fact: Tell them: How you support the organization Very briefly how you do that Mention a recent big win as example Why: What do you want them to remember about you? Let them know your team helps them be more successful There is no such think as the one elevator speech

15 15 Agenda The process centric Organization COE & Process as enabler of strategic results How to gain commitment in the organization Got green light from exec now what? Closing Thoughts

16 16 Who is your audience. What can you do for them Offering Process Improvement project Who is your Audience KPI owners, Business Leads BPM prioritisation exercise Cross-functional team-leads. Program Managers. CoE COO, CIO, CFO BPM Artifacts (Architecture, Process Maps, R&R, System/Role) IT (new system implementation), HR (hiring, training, Job Profile), Internal Audit (risk, control, regulator requirements

17 17 Typical internal Sales pitch conversation Confirm Business Issue Articulate Business challenge Confirm agreement Identify impact on business results Agree on high-level success measures Propose Solution Propose specific areas of work (processes, R&R, capabilities etc ) Agree on desired outcomes and objectives How your team can help Present work approach Effort & duration Resource requirements Budget

18 18 Sales pitch for Process Improvement project For conversation with KPI owner, Business Lead, etc. Confirm Business Issue Confirm performance challenge Connect challenge with overall/strategic objective Confirm KPIs improvement in focus Understand what has been done so far about the challenge (what worked and what didn t) Propose Solution Project to improve KPI: Improve work structure (i.e. process, R&R clarity, system requirements, incentive structure, etc. Improve operational behaviour (i.e. understand desired/supportive behaviour, cultural triggers required) Complete support during implementation to make the change stick How your team can help Approach: 3 month Understand as-is Collect best practices, radical desired changes Design to-be Prepare roll-out plan Support roll-out We need from you: 4 SMEs For 8, 2 hour sessions Change Management person throughout implementation

19 19 Sales pitch for BPM prioritisation exercise For conversation with Cross-functional team-lead, Program Manager, etc. Confirm Business Issue Aligning investments with business priorities Identifying redesign priorities for process improvement and capability Leaders not being on the same page of where investment should be spent Commitment to the multi-year change programs Propose Solution Prioritization exercise: Review every process area for: How much each process, when in its ideal state, would contribute most significantly to the enterprise strategic outcomes (North Star) How big a performance gap there is for each process versus its ideal direct outcomes Repeat this exercise periodically in sync with annual portfolio management and budget schedules and ideally once every 3-6 months. How your team can help Approach: Prepare Stakeholder Analysis Identify North Star Identify list of high-level processes Perform Pain/Gain analysis Prepare roadmap for process and capability improvements We need from you: 1-2 SMEs from each business area For 6 4 hour sessions

20 20 Sales pitch for CoE For conversation with COO, CIO, CFO Confirm Business Issue Lack of alignment and interfaces among business units Need for in-house capabilities to improve cross-functional performance (Simplification, Reduced costs, Reduced waste, Faster cycle time) Increasing demand from regulatory bodies to document processes Move organisational maturity towards process centric management model Propose Solution Establish internal service to provide people, practices and capabilities Centralised or federated team How your team can help Approach: Understand existing capabilities Compile list of potential initial projects Collect all existing process and performance documentation What we need: x number of people BPM System 6-9 month to first benefit

21 21 Sales pitch for process centric management model For conversation with COO, CIO, CFO Confirm Business Issue Changes happen slow and benefits are not sustained Sub optimising big picture for the sake of improving separate functions Improved responsiveness to external pressures Looking for: Optimised resource utilization Better and responsive decision making Increased quality More innovative Improved response to market Faster time to market Cost/problem/avoidance Propose Solution process centric management model: cross-functional process performance ownership How your team can help 3 part Approach FOR BPM Rollout (see Slide 29)

22 22 Typical objections and how to tackle them What do we need process work for? The last thing we need around here is more work! the overworked

23 23 Typical objections and how to tackle them Defined processes kill and stifle creativity the creative

24 24 Typical objections and how to tackle them Processes reduce agility, they slow things down the free spirit

25 25 Typical objections and how to tackle them A lot of companies that do well don t have processes defined the market watcher

26 26 Typical objections and how to tackle them Process is bureaucracy the tired of paper work

27 27 Typical objections and how to tackle them We don t need another cost center. We need more sales people the money pinchers

28 28 Agenda The process centric Organization COE & Process as enabler of strategic results How to gain commitment in the organization Got green light from exec now what? Closing Thoughts

29 29 4 part Approach FOR BPM Rollout Continuously Re-assess Capability and Cultural Change Readiness Execute Projects using BPM structure Implement BPM Program Prioritize Processes (Pain and Gain) Identify KPIs and Realign Scorecards Execute Quick Wins and High Priority Change Project (s) Identify Champions Obtain Executive Buy-In Obtain Peer Support Build BPM Transformation Plan Prepare Process Architecture Design BPM Program Understand Stakeholders and Strategic Intent Proof of Concept in 1 area Build BPM Program and Roadmap Establish Support Assess Capability Maturity and Culture Change Readiness Full Rollout and Assessment

30 30 Agenda The process centric Organization COE & Process as enabler of strategic results How to gain commitment in the organization Got green light from exec now what? Closing Thoughts

31 31 5 Facts Recap Always remember

32 32 The proactive approach not how can we help you but here is how we can help you Informed interest Here is what I know about your LOB Talk titles I am in charge of CoE Confirm issues Are these your current challenges? Offer a menu We do this, this and this. Specific offer Here is what we can do for you. Ask them to figure it out. How do you think we can help you?

33 33 Final Thought The CoE must serve the organization s objectives. Having to ask for compliance repeatedly is the start of the end. You should have a backlog of projects and requests for your team to work on