Business processes are reflections of organization's DNA. It differentiates one organization from another. Here is a snap shot of an approach to business process management and innovation.

1. Organization's Excellence Journey Through Process
Innovation
Perfection is not attainable,
but if we chase perfection we can catch excellence - Vince Lombardi
Presentation BY : Prashant Y. Joglekar
joglekarprashant@gmail.com ; www.twitter.com/ideabound
My Blog : http://innovationnukkad.blogspot.com

2. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Knowledge Management Framework for Process Innovation
7. Summing It All
March 18, 2022 2

3. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Aiding Process Innovation with Knowledge Management
Framework
7. Summing It All
March 18, 2022 3

4. What is a Business Process
Business Process Implies
1. Organization of Work to achieve a result (Value delivery for the customer &
Business)
2. Multiple Steps and Coordination of People ( Triggers, Stakeholders,
Activities)
3. An element of design or implementation that renders a business process as
distinctive as a competitive asset as “research & development” or “ product
development” a “ firm-specific asset”, “ core competence” or “dynamic
capability” ( for e.g. TOYOTA Production System)
4. Management as the enabler and sustainer of process advantage
March 18, 2022 4
Source : The New Age of Innovation By CK Prahalad, M.S.Krishnan

5. Process Identification – Verb is The Process
Result
Acquire New
Customer
Process
Acquire New Customer
( Action- Verb Noun)
Result
New Customer is Acquired
• Discrete
• Countable
• Essential
March 18, 2022 5
Source : Work Flow Modeling - Alec Sharp

6. Process Identification – No Mushy Verbs
Manage
Customer
Relationship
Process
Manage Customer
Relationship
( Mushy Verb – noun )
Result
Customer Relationship is
Managed
• Non- Discrete
• Non-Countable
• Not an Essential Result
March 18, 2022 6
Source : Work Flow Modeling - Alec Sharp

7. Essential Components of a Process
Activities
Or
Steps & Decisions
(“Work”)
Triggering Event
• Action
•Time ( Temporal Event)
• Condition
Name : Action Verb +
Noun
Workflow Models will
show the flow of work
from trigger to result
Who Does What, When
Result
• Product
• Service
• Information
March 18, 2022 7
Source : Work Flow Modeling - Alec Sharp

8. Process Terminologies
Business Process
Element
What We Mean By This Example
Process Area Doesn’t Deliver a single
specific result; a set of
related business processes
meeting an overall objective
Customer Relationship
Management
Business Process Delivers specific result /s Acquire New Customer
Sub Process One of the sub processes
or part of main process
delivering a specific result
Assess Prospect Financial
Status
Activity Much too small, is part of a
procedure or SOP
Calculate Customer Credit
Limit or Create Customer
Account
March 18, 2022 8
Source : Work Flow Modeling - Alec Sharp

9. Process Hierarchy
Business Process
Element
What We Mean By This Example
Function Does not deliver a single
specific result an
organization unit that
participates in multiple
business process
Export Marketing Function
System Does not deliver a single
specific result; but a system
that supports various
business processes
“ Oracle CRM Process”
Technology Does not deliver a single
specific result; but a
technology employed by
multiple business
processes
“ Our e-business process”
March 18, 2022 9
Source : Work Flow Modeling - Alec Sharp

10. Business Process Classification
PROCESS CLASSIFICATION
CORE PROCESSES MANAGEMENT & SUPPORT
PROCESSES
March 18, 2022 10
Source : APQC Framework ( www.apqc.org)

11. Business Process Classification
PROCESS CLASSIFICATION
CORE PROCESSES MANAGEMENT & SUPPORT
PROCESSES
1. Develop Vision and Strategy
2. Develop and Manage Products /
Services
3. Market and Sell Products /
Services
4. Deliver Products & Services
5. Manage Customer Services
1. Develop and Manage Human
Capital
2. Manage Information Technology
3. Manage Financial Resources
4. Acquire, Construct and Manage
Property
5. Manage EHS
6. Manage External Relationships
7. Manage Knowledge, Improvement
and Change
March 18, 2022 11
Source : APQC Framework ( www.apqc.org)

12. Business Process Classification
PROCESS CLASSIFICATION
CORE PROCESSES MANAGEMENT & SUPPORT
PROCESSES
1. Develop Vision and Strategy
2. Develop and Manage Products /
Services
3. Market and Sell Products /
Services
4. Deliver Products & Services
5. Manage Customer Services
1. Develop and Manage Human
Capital
2. Manage Information Technology
3. Manage Financial Resources
4. Acquire, Construct and Manage
Property
5. Manage EHS ( Environment,
Health & Safety)
6. Manage External Relationships
7. Manage Knowledge, Improvement
and Change
March 18, 2022 12
Source : APQC Framework ( www.apqc.org)

13. Business Process Classification
PROCESS CLASSIFICATION
CORE PROCESSES MANAGEMENT & SUPPORT
PROCESSES
1. Develop Vision and Strategy
2. Develop and Manage Products /
Services
3. Market and Sell Products /
Services
4. Deliver Products & Services
5. Manage Customer Services
1. Develop and Manage Human
Capital
2. Manage Information Technology
3. Manage Financial Resources
4. Acquire, Construct and Manage
Property
5. Manage EHS ( Environment,
Health & Safety)
6. Manage External Relationships
7. Manage Knowledge, Improvement
and Change
March 18, 2022 13
Source : APQC Framework ( www.apqc.org)

14. Business Process Categorization
Process Category Criteria
Corporate Functions
Centre of Excellence
Business Unit / Service Unit /
Manufacturing Unit
Shared Services Centre
“Criteria Based On Its Intent”
March 18, 2022 14
Source : McKinsey & Co.

15. Process Category Classification Criteria
Corporate Functions
Centre of Excellence
Business Unit / Service Unit /
Manufacturing Unit
Shared Services Centre
Handles overall direction setting and
corporate level functions
Does not require special expertise in any
functional area
Should be able to check what is being
done by Businesses
Typical Activities include strategy, policy
design, administration, HR etc
Business Process Categorization
March 18, 2022 15
Source : McKinsey & Co.

16. Process Category Classification Criteria
Corporate Functions
Centre of Excellence
Business Unit / Service Unit /
Manufacturing Unit
Shared Services Centre
•Has special expertise in a specific
functional area
•If needed, in a position to guide existing
BU, new acquisition, tax related matters,
insurance
•Function is of specialized nature that
requires special training & expertise
•Performance assessment is primarily on
effectiveness rather than efficiency
Business Process Categorization
March 18, 2022 16
Source : McKinsey & Co.

17. Business Process Categorization
Process Category Classification Criteria
Corporate Functions
Centre of Excellence
Business Unit / Service Unit /
Manufacturing Unit
Shared Services Centre
Need direct control of specific Business
Unit
Need to be in proximity to location of
Business Unit
Need quick response time or process does
not offer scale benefits
March 18, 2022 17
Source : McKinsey & Co.

18. Business Process Categorization
Process Category Classification Criteria
Corporate Functions
Centre of Excellence
Business Unit / Service Unit /
Manufacturing Unit
Shared Services Centre
•High Volume, Low Risk Activities
•Usually common to multiple businesses
•Rule Based- do not require significant
application of mind
•Can be decoupled from businesses
•Process is /can be standardized
•Have scale benefits either through
efficiency gains or discipline gains through
strict adherence to SLAs
March 18, 2022 18
Source : McKinsey & Co.

19. Process Enablers
MISSION, STRATEGY,
GOALS and
OBJECTIVES
BUSINESS PROCESS
WORKFLOW
DESIGN
INFORMATION
SYSTEMS
Motivation &
Measurement
Human
Resources
Policies &
Rules
Facilities
•Change a
Way of Doing
Things (
INNOVATE)
•Actors
•Steps
Decisions
•Flow –
Sequence,
dependency
and handoffs
Applications
Data
Information
Integration
•Employee
Assessment
and Incentives
•“ Reward &
Recognition”
Process
•Process
Performance
Indicators
•Training &
Development
Capability
Development
Matching
People To
Roles
And tasks
Recruitment,
Selection &
Placement
Business
Rules
Enforced By
The Process
Internally Set
Constraints
External Laws
& Regulations
Workplace
Layout
Equipment &
Machinery
Furnishings
Process Ownership,
Objectives &
Differentiator
Culture, Core
Competencies and
Management Style
DRIVES DRIVES
DRIVES
SUPPORTS SUPPORTS SUPPORTS SUPPORTS
SUPPORTS SUPPORTS
SUPPORTS
March 18, 2022 19
Source : Work Flow Modeling - Alec Sharp

20. Information System Architecture
Mission, Strategies,
Goals & Objectives
Business
Processes
Information
Systems,
Functionality,
Data
Data
Management
Services
Business
Services
Presentation
Services
Support
Support
March 18, 2022 20
Source : Work Flow Modeling - Alec Sharp

21. Process Framework Layers
Business
Focus
System
Focus
Business Objective
Business Process
Presentation
Services
Business Services
Data Management
Services
The mission, strategies, ( Customers / Markets, Products/
Services, differentiators) goals, objectives & measures ( e.g. Key
Performance Indicators) for the organization. ( MSGO- Mission,
Strategies, Goals & Objectives
The activities business carries out in order to meet its objectives.
Includes the actors involved, the sequence of steps they carry out
( workflow) and the results produced
A mechanism through which an actor in a business process
interacts with a system. Usually a GUI ( Graphic User Interface) &
ICT Communication Technologies
A “ Service” offered by a System – a specific function includes the
business rules and data updates it is responsible for. Requires
event analysis, State Transition Analysis
Files and databases that provide a system’s record keeping
functions. Determines the things a system “ knows” about and the
data that is maintained about those things. Data Models establish
the language and basic rules for all other requirements
PROJECT
CHARTER
WORKFLOW
MODELLING
USE
CASES
SERVICE
SPECIFICATIONS
DATA MODELLING
March 18, 2022 21
Source : Work Flow Modeling - Alec Sharp

22. Process Framework Layers
Application
DATA
Business Objective
Business Process
Presentation
Services
Business Services
Data Management
Services
The Optimum & Appropriate Utilization of Available Facilities
Conference Room Booking “ As-Is” to “ To-Be” Process
Migration
When Employee Logs on to Portal
& looks for the conference rooms
For intended schedule
Date,
Time,
Number of People
Facilities Requested
Facility Master, Conference Room Master, Employee Master,
Visitor Master , Food & Beverage Master
PROJECT
CHARTER
WORKFLOW
MODELLING
USE
CASES
SERVICE
SPECIFICATIONS
DATA MODELLING
System displays available
conference rooms
Matches the Input
Requirement with
available conf.
room / Facilities
Available
Conference
Rooms
Facilities
Goals
Process
March 18, 2022 22

23. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Knowledge Management Framework for Process Innovation
7. Summing It All
March 18, 2022 23

24. KANO’s Model of Customer Delight
March 18, 2022 24
WW !!!!


25. S- Curve Evolution for any System
Value
=
SUM
of
BENEFITS
/
(COST
+
HARM)
Improvement
Metric
Make It Work
Make It Work Properly
Maximize Performance
Maximize Efficiency
Maximize Reliability
Minimize Cost
Time
Conception
Birth
Infancy
Maturity
Retirement
March 18, 2022 25
Hands On Systematic Innovation – Business & Management , IFR Press,
UK

26. Measured Parameter
Current System
Fundamental Limit of Capability
target
Two Options
1) Change the target
2) Change the System
System Hits The Fundamental Limit But Targets Keep Moving Up
Value
=
SUM
of
BENEFITS
/
(COST
+
HARM)
Time
March 18, 2022 26
Hands On Systematic Innovation, IFR Press, UK

27. Targets = IDEAL FINAL RESULT
• IFR = ∑ Benefits ( Sum of Good Things)
---------------------------------------------------------
( ∑ Cost + ∑ Harm ) ( Sum of Bad Things)
For e.g. IFR for any Business
• More of Everything With Less or Zero Resources
• Revenue = Profit
• Free, Perfect & Now
• Happy, Satisfied Stakeholders etc.
March 18, 2022 27
Hands On Systematic Innovation, IFR Press, UK

28. Gap Identification ( Ideality – Reality)
Problem ( Opportunity) is nothing but the gap
between “What We Want” ( Ideality of Attributes &
Functions) and “What We Have” (Reality of
Attributes & Functions).
“The significant problems we face cannot be solved
at the same level of thinking we were at when we
created them”
Albert Einstein
March 18, 2022 28
Hands On Systematic Innovation, IFR Press, UK

29. All Systems Hit Limit
March 18, 2022 29
Hands On Systematic Innovation, IFR Press, UK
Find Out New Ways of Doing Things i.e. Working Smarter Than Harder

30. Measured Parameter
Current System
Altered System
Fundamental Limit of Capability
target
Getting to the target requires a change to the system
-solve a contradiction
-use another means
-evolve to other trend stages
Strategies for Achieving Higher Targets
Value
=
SUM
of
BENEFITS
/
(COST
+
HARM)
Time
March 18, 2022 30
Hands On Systematic Innovation, IFR Press, UK

31. Product
Services
Core
Processes
Process Area
Support
Processes
S-Curve & Business System
Sub Processes
Activities
Value
Time
IDEALITY = ∑( Benefits)
-----------------------------
∑( Cost + Harm)
March 18, 2022 31
Business
Model
Value
Time
Hands On Systematic Innovation, IFR Press, UK
REQUIRES
DELIVERS

32. System Evolution To Ideality
TIME
Value
=
SUM
of
BENEFITS
/
(COST
+
HARM)
1st GEN
2nd GEN
Optimization
Contradiction Emerges
… and is resolved
A New Contradiction Emerges
Optimization
Innovation
EXCELLENCE
March 18, 2022 32
Hands On Systematic Innovation, IFR Press, UK

33. Creating Next Practices
Excellence is all about “ Next
Practices” Than about “Best
Practices”
C.K.Prahalad
March 18, 2022 33

34. Next Practices Require New Thinking……
Convention (‘Common Sense’) Innovation ( Excellence) Requirement
Optimum Ideal
Satisficing Always looking for more
Look for similarity Look for anomaly
Incremental Step-change
Logical Break logic to find new logic
Aim for stability Stability kills
Reduce Variation Variation is Necessary When N=1, R =
G
My problem is unique Someone, already solved
EITHER/OR BOTH/AND
March 18, 2022 34
Systematic (Software) Innovation, IFR Press, UK

35. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Knowledge Management Framework for Process Innovation
7. Summing It All
March 18, 2022 35

36. Process Innovation – Where Do We Start
BUSINESS NEED PROCESS INNOVATION
March 18, 2022 36

37. Link and Align The Organization Around Its Strategy
March 18, 2022 37
Source : Robert Kaplan Presentation on Balance Score Card

38. The Balance Score Card With Strategy Map
March 18, 2022 38
Source : Robert Kaplan Presentation on Balance Score Card

39. Cascading and Aligning Individual Goals to Corporate Strategy
March 18, 2022 39
Source : Robert Kaplan Presentation on Balance Score Card

40. 1) Establish process
context, scope and
goals
Process for “ Process Innovation”
March 18, 2022 40

41. Establish process context, scope and goals with the Process Owner
1. Select the Process Category for improvement based on priority & its
relevance with strategic goals
2. Identify Key Processes within the Category , their Performance Indicators ,
alignment with the strategic goals & gap, if any at present
3. Develop end to end view of the selected process and Identify related
processes , trigger, events , results for each stake holder
4. Identify the process actors, customers, IT systems, Context & mechanisms
5. Define Perfect outcome for the process ( IFR for each Customer Attribute,
Function Objective & Subjective)
Process for “ Process Innovation”
March 18, 2022 41
Source : Work Flow Modeling - Alec Sharp

42. 1) Establish process
context, scope and
goals
2) Understand AS-IS
process, workflow,
system and other
enablers
Process for “ Process Innovation”
March 18, 2022 42

43. Understand AS-IS process, workflow, system and other enablers
1. Organize Workshops with the actors, customers, sponsors, & with external
stakeholders wherever they are involved
2. Review Scope, Goals, Issues with the process
3. Build as is swim lane process map ( process + current IT System)
4. Ask 6 questions to ensure coverage What ( Activity) Who ( Actors), When (
Trigger & Its Timing ) How ( Way of Doing Things, Mechanisms) , Where ( IT
Systems) Why ( Objective Behind What is Being Done)
5. Evolutionary Potential Mapping & Developing Functional Thinking about
the process & elements
6. Listing down things stopping us & contradictions associated with it
Process for “ Process Innovation”
March 18, 2022 43
Source : Work Flow Modeling - Alec Sharp

44. 1) Establish process
context, scope and
goals
2) Understand AS-IS
process, workflow,
system and other
enablers
3) Define “ TO BE”
process characteristics
and requirements
Process for “ Process Innovation”
March 18, 2022 44

45. Define “ TO BE” process characteristics and requirements
1. Final Assessment of AS-IS process by enabler
2. Decide on Approach To Be Taken w.r.t. “ As-Is” ( Abandon, outsource, leave as-
is., Improve or redesign)
3. IDEA Generation Session , creating IDEA parking lot
4. Idea Screening
5. Joint Assessment of improvement ideas by the enablers
6. Lay Out To Be Work Flow ( Handoff Level First)
7. IT, Non _IT Action Plan , Mile stones, Responsibility, Target Roll Out Date
Process for “ Process Innovation”
March 18, 2022 45
Source : Work Flow Modeling - Alec Sharp

46. 1) Establish process
context, scope and
goals
2) Understand AS-IS
process, workflow,
system and other
enablers
3) Define “ TO BE”
process characteristics
and requirements
4) Implementation
& Roll Out
Process for “ Process Innovation”
March 18, 2022 46

47. Implementation & Roll Out
1. Making a change proposal for system changes
2. Approval of the proposal by the user on Cost, Operational, Access, Control etc
aspects
3. Actual Development of the new system
4. Change in Working Practices, Re-Training of Workforce on new stystem
wherever applicable
5. User Acceptance
6. Implementation & Roll Out of Process and Dashboards
7. Documentation of New System ( Process SOPs )
Process for “ Process Innovation”
March 18, 2022 47
Source : Work Flow Modeling - Alec Sharp

48. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Knowledge Management Framework for Process Innovation
7. Summing It All
March 18, 2022 48

49. Common Themes of Process Excellence
Sr.
No,
Common Re-engineering Themes
01 Several Jobs are combined into one
02 Workers Make Decisions
03 The Steps In The Process Are Performed In Natural Order
04 Processes Have Multiple Versions ( N=1, R = G)
05 Work is Performed Where It Makes Most Sense
06 Checks & Controls Are Reduced
07 Reconciliation is minimized
08 A Case Manager Provides a Single Point of Contact
09 Hybrid Centralized - decentralized Operations are Prevalent
March 18, 2022 49
Source : " Re-engineering The Corporation" Michael Hammer, James Champy

50. IT “Rules”
Sr.
No.
Old Rule Disruptive
Technology
New Rule
01 Information can appear
in only place at one
time
Shared Databases Information can appear
simultaneously in as
many places as it is
needed
02 Only Experts Can
Perform The Complex
Work
Expert Systems A generalist can do the
work of an expert
03 Business must Choose
Between Centralization
and Decentralization
Telecommunication
Networks
Businesses can
simultaneously reap
the benefits of
Centralization and
Decentralization
March 18, 2022 50
Source : " Re-engineering The Corporation" Michael Hammer, James Champy

51. IT “Rules”
Sr.
No.
Old Rule Disruptive
Technology
New Rule
04 Managers Make All
Decisions
Decision Support
Tools ( Database
Access, Modeling
Software)
Decision Making is part
of everyone's job
05 Field Personnel need
offices where they can
receive, store, retrieve
& transmit information
Wireless Data
Communication and
Portable Computers
Field Personnel can
send & receive
information wherever
they are
06 The Best Contact with a
potential buyer is
personal contact
Interactive Video
Disk
The Best contact with
a potential buyer is
effective contact
07 You have to find out
where things are
Automatic
Identification and
Tracking Technology
Things Tell You Where
They Are
March 18, 2022 51
Source : " Re-engineering The Corporation" Michael Hammer, James Champy

52. IT “Rules”
Sr.
No.
Old Rule Disruptive
Technology
New Rule
08 Plans Get Revised
Periodically
High Performance
Computing
Plans Get Revised
Instantaneously
March 18, 2022 52
Source : " Re-engineering The Corporation" Michael Hammer, James Champy

53. Cultural Change
Sr.
No,
Cultural Change
01 Work Unit Change- From Functional Departments to Process Teams
02 Jobs Change From Simple Task To Multidimensional Work
03 People's Role Change - From Controlled To Empowered
04 Job Preparation Changes From Training to Education
05 Focus of Performance Measures and Compensation Shifts from Activity
to Results
06 Value Change from Protective to Productive
07 Managers Change from Supervisors To Coaches
08 Organizational Structures Change from Hierarchical To Flat
09 Executives Change from Scorekeepers to Leaders
March 18, 2022 53
Source : " Re-engineering The Corporation" Michael Hammer, James Champy

54. Next Practices
March 18, 2022 54
Source : The Future of Management - Gary Hamel, Harvard Business
School Press

55. Companions of Process Innovation
Systematic Innovation –
Technical
Systematic Innovation –
Business
& Management
Systematic Innovation –
Software
Breaking Psychological Inertia
Latest Research
On Contradictions
trenDNA – Understanding Populations
Better Than They Understand Themselves
March 18, 2022 55
Source : www.systematic-innovation.com

56. March 18, 2022 56

57. Systematic Innovation Cycle
My Problem
Generic problem set Generic solution set
My Solution
March 18, 2022 57
Source : Hands On Systematic Innovation, Darrell Mann, IFR Press,
U.K.

58. Tool Map
Divergent Convergent Divergent Convergent
Ideal Final Result /
Attribute
Function & Attribute
Analysis
Resources
Evoplot Analysis
Why & What’s Stopping
Analysis
Size- Time-Interface-Cost
QFD
Spiral Dynamics
S-Field Analysis
Smart-Little People
S-Curve Analysis
Subversion Analysis
Constraint Mapping
Root Cause Analysis
Root Contradiction
Analysis
Root Contradictions
Contradiction Matrix
Inventive Standards
Inventive Principles
Trends
Trimming
De-BONO
SCAMPER
Oblique Strategies
Multi Criteria Decision
Analysis
Perception Mapping
Omega Life Views
Red Team Analysis
Kepner-Tregoe
Function Data Base
Patent Data Base
Problem Definition Solution Generation
March 18, 2022 58
Source : Systematic ( Software) Innovation, IFR Press UK

59. Systematic Innovation Overall Map
March 18, 2022 59
Source : Systematic ( Software) Innovation, IFR Press UK

60. Process Excellence – IT Support Tools
Matrix + is a conflict resolution software tool used to
solve situations which usually hinders the discovery of
breakthrough innovative solutions
PercepMap + helps to deal with “fuzzy” human
problems and complex situations where innovation is
hindered by perceptions from all the parties involved in
the innovation process.
Evpot+ is a software tool used to plot evolution
potential radar graphs and contains a database of
numerous examples of evaluation potential trends
uncovered by Systematic Innovation researchers. This
tool will help predict the direction where your product or
service should evolve to.
March 18, 2022 60
Source : www.systematic-innovation.com

61. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Knowledge Management Framework for Process Innovation
7. Summing It All
March 18, 2022 61

62. CEO
Develop,
Vision &
Strategy
Manage
Customer
Service
Market, Sell,
Products &
Services
Deliver
Product &
Services
Develop,
Manage,
Product
Services
Organization Structure
Innovation
Head
CEO of Business Verticals IT ( Solution Provider)
Support
Processes
March 18, 2022 62

63. Business Vertical Innovation Champion
Innovation
Champion
( Business)
Innovation
Champion
( Business)
Innovation
Champion
( Business)
s)
Innovation
Champion
( Business)
)
Innovation
Champion
( Business)
)
I
Innovation
Champion
( Business)
s)
Develop,
Manage,
Product
Services
Deliver
Product &
Services
Market, Sell
Products &
Services
Manage
Customer
Service
Support
Services
Innovation eam
Organization Structure & Working Relationship Across Business
IT Head of Business
Verticals
IT Solution Provider
Develop,
Vision &
Strategy
Business HEAD
March 18, 2022 63

64. Process Innovation GRID ( Core Processes)
Business Verticals or SBUs
Develop, Vision & Strategy ( P1)
Develop and Manage Products & Services ( P2)
Market and Sell Products & Services ( P3)
Deliver Products & Services ( P4)
Manage Customer Service ( P 5)
IT
Organization
Central Innovation Team
March 18, 2022 64

65. Process Innovation GRID ( Support Processes)
Business Verticals or SBUs
Develop & Manage Human Capital (P6)
Manage Information Technology ( P7)
Manage Financial Resources ( P8)
Acquire, Construct & Manage Property ( P9)
Manage Environmental Health and Safety ( P10 with P4)
Manage External Relationships ( P11)
Manage Knowledge, Improvement & Change ( P12)
CIO
Organization
Process Innovation Organization
March 18, 2022 65

66. Process Innovation Propagation Across
Organization
1) Demonstrate &
Deliver The Results
in Chosen Processes
( Central Innovation
Team)
2) Evolve & Institutionalize
Process Innovation
Process Through Case
Studies
3) Train & Develop
“Process Innovation
Champions” Across
Verticals
4) Create Common Language
of Excellence & Knowledge
Sharing Across Disciplines &
Business Verticals for Process
Innovation
5) Processes are
continuously improved in
response to changing
business needs
March 18, 2022 66

67. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Knowledge Management Framework for Process Innovation
7. Summing It All
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68. Elements of Knowledge Management Framework
Business Verticals or SBUs
Contradiction Matrix & Inventive Solution ( “Matrix +” Suite)
Functional Data Bases (http://function.creax.com/)
Evolutionary Potential for Systems ( Technical, Business,
Software) ( EVOPlot +)
Resource Data Base ( Resource Category wise For e.g. Free /
Low Cost Resources, Human Resources, Smart Resources etc)
Systematic Innovation TOOL KIT
Mapping Knowledge Networks ( www.orgnet.com )
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69. Company Wide Contradiction Matrix &
Inventive Solutions
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Source : TRIZ as a local & global knowledge framework, Darrell Mann,
J. Hey

70. Storing the Knowledge with Evolutionary Potential
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Source : Knowledge Transfer Framework, Darrell Mann

71. Knowledge Collaboration
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Source : Set Lab Briefings, Infosys Research, Vol 7, No. 5, 2009

72. Process Innovation - Knowledge Sharing
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Source : Set Lab Briefings, Infosys Research, Vol 7, No. 5, 2009

73. Presentation Flow
1. Overview of Process Management
2. S- Curves & Systems Evolution –Holistic View of Process
Management
3. Process Innovation Approach
4. Process Innovation Best Practices & Next Practices
5. Organization Structure for Deployment
6. Knowledge Management Framework for Process Innovation
7. Summing It All
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74. Process Maturity Destination
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75. Process Innovation Success Criteria
• Processes Become Next Practices
• Become Competitive Asset for the Company ( Like Toyota
Production System)
• Intended Performance Targets are surpassed
• All processes are being managed by “ designed governance
structure”
• All “ To Be” business processes & policies are documented
• The Processes become benchmark for others
• All KPIs for each function are in line with SLAs & OLAs
• All Dashboards are operational
• 100 % IT enablement
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76. Summing it Up… Innovate to EXCEL…
Define “Ideal
Attributes ” for a
customer value (
Perfection)
Is it Possible To
Attain Defined
Excellence
Target
IT Changes
NON - IT
Changes
YES,
DO IT
Use Process
Innovation Method TM
YES, But
NO,
Why No ??
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IT Changes
NON - IT
Changes

77. Tracking Progress - Project Management
Process Enabler Issue
As - Is
Suggested
Improvements “To
Be”
Proposed
Benefits
Resp Target Date
IT Non - IT
Business Process &
Workflow Design
Information Systems
Motivation &
Measurement
Human Resources
Policies & Rules
Facilities
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78. Thank You For Your Time
“let’s begin………………………………..
“With an end in Mind”
Steven Covey
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