A challenge for many executives is finding out exactly why the business is not aligned to, or achieving the intended vision and strategies. Culture, resource limitations and broken processes are among the reasons. Business Process Management initiatives give executives a transparent and objective view into business drivers and prioritize them to ensure time and money is being spent on the most valuable efforts. This Power Point demonstrates how meaningful change is possible through objective perspectives.

1. Solving the Right Problems
Exploration into the Business Driver Perspective
Virtual Webinar Presentation,
Demonstration and Discussion
December 14, 2012

2. Business Leaders Desire Greater “Peace of Mind”
Transparency
into the Pain Point #1
Direction Why are things not going
Pain Point #3 according to the plan?
Why are there areas
lacking accountability?
Peace
of Mind
Pain Point #2
Why again should this be funded?
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3. “Peace of Mind” in Transparency Across
Portfolio Management, Project Delivery and Operations
Pain Point #1
Why are things not going according to the plan?
Symptoms of the Problem
• Multiple strategies and plans, telephone game, leadership changes
Intended Benefits of the Business Driver Approach
• Insights into gaps/misalignments, shared perspectives, team building
What This Webinar Will Address
• How to leverage Business Drivers to align to the strategy and plan
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4. Business Drivers Structure
Leadership Thinking Around a Common Perspective
• Growth through Existing Business Lines
Growth & • Expansion of Products and Markets
Scalability • Facilitate Customer Satisfaction
• Growth through Innovation
• Optimize Portfolio of Products and Services
Strategic
Vision Operational • Increase Transparency Across the Business
& Excellence • Optimize Return on Capital
Aspirations • Securing the Business Infrastructure
• Ensuring the Financial Commitments
Performance • Executing the Integrated Business
Management • Reducing the Cost to Serve
• Reduce Business Risk
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5. Business Drivers Promote
Clarity into Organization Priorities
Key Questions to
Business Driver Weightings
Stimulate Discussion
1) What are the “Top 3” and “Bottom
3” business drivers? Why?
2) How do the most pressing
priorities align to the strategy?
3) What issues and risks are
hindering success?
4) Who owns the decision making
process and at what levels?
5) How should success be measured
and performance be adjusted?
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6. Business Drivers Sustain
Meaningful Leadership Discussion and Debate
Business Driver Scoring Matrix
Significant
Misalignment
Minor
Misalignment
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7. “Peace of Mind” through Objective Decision Making
Pain Point #2
Why again should this be funded?
Symptoms of the Problem
• Lots of ideas, political agendas, lack of business cases and priorities
Intended Benefits of the Business Driver Approach
• Single enterprise perspective, bucketed approach, reduced noise
What This Webinar Will Address
• How to focus energy and investment on the right activities
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8. Assessing the “Right Problems”
Requires Transparency into All of the Opportunities
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9. Investing in the “Right Problems”
Requires Decision Objectivity and Removal of Noise
Step 1: Step 2: Step 3:
Maintain a Repository of Define a Decision Model Suited Balance Resource and Capital
the Right Opportunities for the Business Environment Investment on the Priority
Opportunities
Performance Factor Weightings
Driven by Corporate Business Drivers
Driver #1 Driver #2 Driver #3 Driver #4 Driver #5
(Weight (Weight (Weight (Weight (Weight
30%) 25%) 25%) 10%) 10%)
Registry of Quantifiable / Objective Factors Must Do
Assets, Issues and (i.e. ROI)
Opportunities
30% 30% 20% 20%
Category #1
(i.e. Core) 15% 15% 10% 5% Prioritized Need
Category #2
(i.e. Growth)
X Qualifiable / Subjective Factors = Ranking To Do
(i.e. Customer Satisfaction) of Assets,
Category #3
(i.e. Efficiency) 30% 30% 20% 20% Issues and Like
Category #4 Opportunities
(i.e. Future) 15% 15% 10% 5% To Do
Step 4: Sustain a Transparency and Governance throughout the Organizational Portfolio.
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10. “Peace of Mind” in Sustaining Accountable Performance
Pain Point #3
Why are there areas lacking accountability?
Symptoms of the Problem
• Lack of processes, limited accountability, limited metrics
Intended Benefits of the Business Driver Approach
• Clear guidance, roles and responsibilities, KPIs tied to strategy
What This Webinar Will Address
• How to “Bridge” strategy to performance
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11. Bridging Strategy to Performance
Requires a Process Framework to Sustain Success
Perspective Methodology Example Content
• Vision
Executive • Core Values
Business • Guiding Principles
Leadership Drivers
(Strategic Level) • Growth and Scalability
• Operational Excellence
Tactical
• Performance Management
Business Objectives
Senior • Plan and Evaluate
• Procure and Pay
Managers Enterprise • Build, Move, and Fulfill
(Portfolio Level) Business Process Framework • Sell and Service
• Enable and Support
• Monitor and Improve
Delivery Key Performance • Effectiveness
Indicators • Efficiency
Managers • Quality / Compliance
(Program Level)
Process Performance • Failure Rate
• Success Rate
Metrics
• Satisfaction Score
Project • Leading vs. Trailing Indicators
Information
Delivery Teams • Transactional Information
(Operations Level) • Operational Information
• Financial Information
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12. Case Study:
Strategic Growth Plan Engagement
Defining and Validating the Strategic Direction
Leadership
Executive Strategic
Opportunity
Direction Workshop
Discovery Workshop
• Mission / Vision Statement • Validated Driver Weightings
• List of Business Drivers • Leadership Realignment
• Baseline Driver Weightings • List of Opportunities / Insights
Defining and Validating the Business Growth Plan
Definition of Prioritization of Opportunities Strategic Buckets
Service Offerings According to Business Horizons
Must Do
Need to Do
Like to Do
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13. Case Study:
Operational Excellence Task Force Initiative
Defining and Validating the Strategic Direction
Leadership
Executive Strategic
Opportunity
Direction Workshop
Discovery Workshop
• List of Business Drivers • Validated Driver Weightings
• Baseline Driver Weightings • Leadership Realignment
• List of Opportunities / Insights
Identifying and Validating Continuous Improvement
Enterprise Process Recommendations
Prioritized List of Issues
Framework and Results
• Enterprise Process Framework
for Continuous Improvement
• Immediate Resolution of
Validated “Quick Wins”
• Comprehensive Long Term
Plan Outlining Business
Improvement Initiatives
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14. Closing Thoughts to Consider
• When is there ever a good time to initiate “change”?
• When is “change” not a new technology, additional resources or a
new process?
• When does “change” achieve the results from resources already in
place?
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15. Thank You for Your Time and Interest
For More Information, Please Contact Us
1.888.511.1243
David Williams
Managing Consultant
david.williams@pactera.com
Anup Dashputre
BPM Solution Area Leader
anup.dashputre@pactera.com