The PEX event discussed why BPM so often fails. This presentation reveals why that is so, and then demonstrates how, by following a well trodden path we can all get it right. It is BPM Jim but not as we know it!

1. You will never think of process in
the same way again™
Certified Process Professional
If you enjoy this presentation signup for
the next cpp masters (5 days) in:
sydney 13th CPP Masters w/c 27 october
https://sydneymasters2014.eventbrite.com
brisbane 10th CPP MASTERS w/c 3 November
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2. Who’s eating your lunch?
brands that
customers
trust
other
banks
major global
brands
trusted
sources of
guidance agile
retailers
other
financial
companies new
startups

3. What can we do?

4. Understanding the value
proposition of Business
Process Management and
demonstrating the
business value to process
owners
Understanding the value proposition of
Business Process Management and
demonstrating the
business value to
process owners

5. Understanding the value proposition of
Business Process Management and
demonstrating the
business value to
process owners

6. @STOWERS#PEXcpp #cx
#certifiedprocessprofessional
@jdodkins

7. THIS ISN’T ROCKET SCIENCE
Understanding the value proposition of BPM
Using BPM to align organisation’s business
processes with customer needs
Building the business case - assessing the
requirements to successfully implement a
BPM approach
1
2
3
1 2 3

8. what we need is organisation & methods

9. www.flickr.com/photos/mwichary/2356663850/
CEO
Marketing Sales
Customer
Service Operations Finance

11. six honest serving men
WHO
WHAT
WHERE
WHY
WHEN
HOW
TOGAF
ZACHMAN
ITIL
ETOM
BPMS
SSADM
AGILE

12. we have got to make management scientific

13. the process must move to the workers

14. everything can be connected
WWW

15. ITS BPM JIM BUT NOT AS WE KNOW IT
“THERE’S FOUR
SPIECIES HERE,
BUT STRANGELY
THEY ALL BELIEVE
IN THE SAME THING"

16. Understanding the value proposition of BPM
• Adam Smith
• Rudyard Kipling
• Frederick Winslow Taylor
• Henry Ford
• Tim Berners-Lee
• Doctor McCoy – “its BPM Jim but not as we know it”
1
2
3
4
5
6

17. BPM has four flavours – what’s yours?
² BPM to redesign the organisation
² BPM to automate the organisation
² bpm to redesign then automate the organisation
² BPM to reframe the customer experience

18. Ups, Downs and Sideways
• If you automate a mess you end up with a….

19. Ups, Downs and Sideways
• If you automate a mess you end up with a….
• If what you are doing is dumb making that more efficient
is dumber

20. Ups, Downs and Sideways
• If you automate a mess you end up with a….
• If what you are doing is dumb making that more efficient
is dumber
• fossilizing the dumb stuff into a big erp is really the
dumbest of all

21. Ups, Downs and Sideways
• If you automate a mess you end up with a….
• If what you are doing is dumb making that more efficient
is dumber
• fossilizing the dumb stuff into a big erp is really the
dumbest of all
• Aligning what you are doing to deliver Successful
Customer Outcomes (makes a lot more sense)

22. “Outside-in is a
powerful idea”
Jack Welch

23. Ups, Downs and Sideways
• If you automate a mess you end up with a….
• If what you are doing is dumb making that more efficient
is dumber
• fossilizing the dumb stuff into a big erp is really the
dumbest of all
• Aligning what you are doing to deliver Successful
Customer Outcomes (makes a lot more sense)
the process performance landscape

24. BPM Wins the Triple Crown
• Simultaneously Reduce costs,
Grow revenues and
Enhance service
• Show me the money!
• A few achievers and their stories

25. A few achievers of note
WWW.BPGROUP.ORG

26. Building the business case - assessing the
requirements to successfully implement a
BPM approach
• Start where you are
• Create advocacy through local success
• Get your folks up to speed
(tools, techniques and language)
• Grow out the programme – example

27. Using BPM to align organisation’s business
processes with customer needs
• Understand the needs
• Identify what you are doing to deliver those needs
• Align everything to achieve those needs
• Manage expectations and the customer experience
IT IS NEEDS OF
CUSTOMER
NOT
VOICE OF
CUSTOMER

28. Using BPM to align organisation’s business
processes with customer needs
• Understand the needs
• Identify what you are doing to deliver those needs
• Align everything to achieve those needs
• Manage expectations and the customer experience

29. the process performance landscape (how to)

30. successful Customer outcome Focused BPM
More
and
better
skilled
staff
Invest in
staff
&
facilities
Patient
Superior
Patient
Exp.
Faster
& more
successful
delivery
Free up
time &
resources
Superior
Triple
Crown
Results
Increase
in
patients
treated
Understand the
Successful
Customer
Outcome
create the
process to
support the
sco
roll out
the process
lower costs
better service
improved revenue

31. focus on the sco and everything else follows - example

32. summary - moving from industrial age thinking

33. summary - to outside-in thinking & practice

34. Building the business case - assessing the
requirements to successfully implement a
BPM approach
• Start where you are
• Create advocacy through local success
• Get your folks up to speed
(tools, techniques and language)
• Grow out the programme

35. Acknowledgements
flikr
istockphoto
bigstock
logo’s used with permission
video’s used with permission
all © acknowledged

36. TAKK ‫:شكرا‬

37. Understanding the value
proposition of Business
Process Management and
demonstrating the
business value to process
owners
Understanding the value proposition of
Business Process Management and
demonstrating the
business value to
process owners

38. You will never think of process in
the same way again™
Certified Process Professional
If you enjoy this presentation signup for
the next cpp masters (5 days) in:
sydney 13th CPP Masters w/c 27 october
https://sydneymasters2014.eventbrite.com
brisbane 10th CPP MASTERS w/c 3 November
https://brisbanemasters2014.eventbrite.com