This is a simple example to illustrate the difference between customer orientation and Process Experience. It centres around the issue of which processes to manage - your internal processes or the customer processes. Will be continued in separate installments on blog.taraneon.com. Also available as a download at www.taraneon.com.

1. taraneon Consulting Group
From coffee to changing the process perspective –
A short illustration of the Process Experience
October 2009

2. A short disclaimer while we get your coffee...
Content
The authors reserve the right not to be responsible for the topicality, correctness, completeness or quality of the information provided. Liability claims regarding damage
caused by the use of any information provided, including any kind of information which is incomplete or incorrect, will therefore be rejected. Parts of the pages or the
complete publication may be extended, changed or partly or completely deleted by the author without separate announcement.
Copyright
The author intended not to use any copyrighted material for the publication or, if not possible, to indicate the copyright of the respective object. The copyright for any
material created by the author is reserved. Any duplication or use of objects such as diagrams, sounds or texts in other electronic or printed publications is not permitted
without the author's agreement.
Privacy policy
The use of published postal addresses, telephone or fax numbers and email addresses for marketing purposes is prohibited.
© 2009 taraneon Consulting Group, Frankfurt/Germany. www.taraneon.com. All rights reserved.
2 taraneon Consulting Group
C-10099_20091001
C-10099_20091013

3. Looking forward to your coffee break?
3 taraneon Consulting Group
C-10099_20091013

4. .... DIY in three steps!
Coffee afficionado
Fill boiling
Fill Nescafe
Boil water water in cup
in cup
and stir
Dying for a Et voilà
coffee?
The Nescafé-Process
4 taraneon Consulting Group
C-10099_20091013

5. Even getting someone else just to wash up your
cup seems to make it a more complex affair ...
no
Kettle
empty?
X Boil water
Coffee afficionado
yes Fill kettle
Fill boiling
+ yes
+ water in cup
and stir
Dying for
a coffee? Et voilà
Clean
cup? Fill Nescafe
X in cup
no
Someone else
Wash
cup
5 taraneon Consulting Group
C-10099_20091013

6. Instead, visit your favorite coffee bar and let
someone else do all the work
Prepare Hand coffee
coffee to customer
Barrista
All done
Discard
Service Personnel
coffee
Insufficient
cash
Cashier
Coffee bar
Take order
+ Check
amount
All done
open
6 taraneon Consulting Group
C-10099_20091013

7. Concerning your favorite coffee bar...
Have you noticed something?
Both ‚process players‘ will always successfully complete their
processes – it‘s the way it‘s modelled
Now think about process improvement … any ideas?
7 taraneon Consulting Group
C-10099_20091013

8. Finished reengineering this process?
Does the ‚All done‘ instead of ‚Et voilà‘ in the top right-hand
corner give you a hint of what‘s wrong with this process?
8 taraneon Consulting Group
C-10099_20091013

9. Aren‘t we a selfish lot?
Where‘s the
customer ?
9 taraneon Consulting Group
C-10099_20091013

10. Just think about what the customer process
might look like …
Order Cash Coffee
Coffee afficionado
Visit Order
Customer
Pay bill Take coffee
coffee bar coffee
Dying for Et
a coffee? + 5 min. Leave voilà
wait annoyed
10 taraneon Consulting Group
C-10099_20091013

11. Congratulations! You are now responsible for
two processes! (and have been all along...)
Prepare Hand coffee
coffee to customer
Barrista
All done
Discard
Service Personnel
coffee
Insufficient
cash
Cashier
Coffee bar
Take order
+ Check
amount
All done
open
Order Cash Coffee
Coffee afficionado
Visit Order
Customer
Pay bill Take coffee
coffee bar coffee
Dying for Et
a coffee? + 5 min. Leave voilà
wait annoyed
11 taraneon Consulting Group
C-10099_20091013

12. So …?
Prepare
coffee
Hand coffee
to customer Totally irrelevant
outcomes !
Barrista
All done
Discard
Service Personnel
coffee (and just think how
Insufficient
cash
many KPIs are used to
measure these outcomes)
Cashier
Coffee bar
Take order
+ Check
amount
All done
open
Order Cash Coffee
Coffee afficionado
Visit Order
Customer
Pay bill Take coffee
Dying for
coffee bar coffee
This is what counts !
Et
a coffee? + 5 min. Leave voilà (but that‘s not all …)
wait annoyed
12 taraneon Consulting Group
C-10099_20091013

13. Despite the positive result from a customer
perspective (coffee!), think about this:
Is the production and delivery process (the internal process
which you reengineered earlier) built around the customer so
that he has an optimized process experience - or is
the customer process determined by your internal
processes?
13 taraneon Consulting Group
C-10099_20091013

14. Which process should you manage?
Prepare Hand coffee
coffee to customer
Barrista
All done
Discard
Service Personnel
coffee
Insufficient
cash
Cashier
Coffee bar
Take order
+ Check
amount
All done
open
Order Cash Coffee
Might be a
Coffee afficionado
Visit Order
Customer
Pay bill Take coffee
coffee bar coffee
Dying for
a coffee? + 5 min.
wait
Leave
Et
voilà
good idea !
annoyed
...if you know the customer process
...if you know how to manage it
...if you know how to align customer and internal
processes
...if you are prepared for continuous change
...
14 taraneon Consulting Group
C-10099_20091013

15. Conclusion
The customer process starts before the internal process
... and finishes later ...
Process results offer no real indication of customer satisfaction with an
internal process
An internal process focus leads to ignorance of process risks
Even this very simple example offers a good
illustration of how focussing on taraneons Process
Process Experience approach leads to Experience
Increased customer satisfaction requires a
different
Increased retention rates mindset
Cost reduction
15 taraneon Consulting Group
C-10099_20091013

16. Think about it: Sucessful process management
doesn‘t require expensive projects …
…but it does need a change of perspective!
taraneon can support you in making your processes work for your
customers:
Guidance
As guides during your change initiatives
Coaching
Individual coaching to support senior management
Training
Courses and workshops to facilitate ‚new process thinking‘
16 taraneon Consulting Group
C-10099_20091001
C-10099_20091013

17. Do you want to improve your customers‘
process experience?
Contact us!
taraneon Consulting Group
Managing Directors: Dr. Norbert Kaiser, Thomas J. Olbrich
Mail contact@taraneon.com
Web www.taraneon.com
Blog blog.taraneon.com
Frankfurt
Germany +49 (0) 6101 3079-80
Saarbrücken
Germany +49 (0) 6897 77809-60
17 taraneon Consulting Group
C-10099_20091013

18. Who we are -
taraneon at a glance
Founded in 2008
Led by experts with 20 years experience in
industry, consulting and executive training
Serving global advisory demand for
Process Management
Strategic Enterprise Architecture
SOA
Governance and Lifecycle-Management
Creating value the taraneon way:
Improving the process experience
2
18 taraneon Consulting Group
C-10099_20091013

19. taraneon‘s tool box:
Guidance, Coaching, Training
taraneon‘s service offerings
Architecture Review
Strategic Foundation Definition
Enterprise Transformation in dynamic markets
Enterprise Enterprise
Architecture Architecture Development
Risk Analysis
Process Experience
Business Improvement
Process Process Management Rev.
Management
BPMS Evaluation
SOA Design
Skill Trainings
Mindset- Think Different Program
Change
Executive Training
Coaching
Market Analysis
Market
Research Competitor Analysis
and
Analysis
19 taraneon Consulting Group
C-10099_20091013

20. taraneon provides worldwide service –
International client base
Locations
Austria
Belgium
Brasil
France
Germany
Mexico
Qatar
Sweden
Switzerland
UK
US
Industry
Sectors
Automotive
Banking
Consulting
Energy
High-Tech
Our consultants have successfully supported these clients (extract): Insurance
Al Khaliji Bank N Altana N Aral N British Telecom N BVG Berliner Verkehrsgesellschaft N Cellway N Chrischona Logistics
N
Daimler N debitel N DeteMobil N Die Zeit N DB Deutsche Bahn N Deutsche Telekom N DZ Bank N Media
Ericsson N HanseNet N IBM N Iridium N John Deere N LDT Laser Display Technik N Lufthansa N Micronas Oil
Semiconductor N NetCologne N ÖBB Österreichische Bundesbahnen N Orange N RWE N R+V Versicherung N Pharma
SBB Schweizerische Bundesbahnen N Schweizerische Post N Shell N Siemens N Smart N Stadtwerke Hannover N Software
Stadtwerke Wolfsburg N T-Systems N Temic N Viag Interkom N Viterra N VW N VW do Brasil N Telecoms
20 taraneon Consulting Group
C-10099_20091013

21. Sharing information –
the taraneon community
The taraneon Executive Roundtable
Founded by taraneon, the Executive Roundtable brings
together business leaders to discuss innovative solutions
for todays challenges
IIR‘s Forum Business Process Management
taraneon experts have chaired and supported the largest
annual german BPM conference since 2002
BPM Nexus
taraneon is one of the co-founders of BPM Nexus, a fast
growing international online community of BPM
practitioners and experts
9
21 taraneon Consulting Group
C-10099_20091013