Process Redesign

Steve Stanton

May 12 - 15, 2015

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Course Overview

Four days (away)

For Process Owners, Process Improvers, Project Team members

Taught via best practices, examples, and cases

Interactive

Practical

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Our Process for Process Redesign

• Developenterpriseprocess model

• Appoint processowners andestablishgovernance

• Create Strategic Linkage: process vision and case for action

• Select redesign team members

• Develop project charter

• Develop high-level future-state process design

• Assess I/T capabilities and constraints

• Build out dimensions and dependencies

• Develop metric architecture

• Develop business case

• Gain necessary approvals

• Define and scope the target process

• Understandcustomerrequirements

• Evaluate the currentprocess

• Determine if gap is based on design or execution flaws

• Set performance targets forthe new design

• Develop implementation roadmap

• Conduct lab(s) for design and implementation details

• Conduct pilot(s)

• Develop supporting infrastructure

• Rollout

• Institutionalize

• Re – redesign!

Mobilization Redesign TransitionDiagnosis

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Our Toolset for Process Redesign

• Enterprise Process Model

• Customer Journey Map

• Process Ownership

• RACI

• Project Chartering

• Redesign Patterns

• Assess I/T capabilities and constraints

• Process Value Drivers

• Enterprise Enablers

• Process Management Process

• Metric Architecture

• Roadmap

• Sustainment

Mobilization Redesign TransitionDiagnosis

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The Process Management Process

Set performance target

Develop improvement plan

Understand performance gap

Measure process

performance

1. Understandcustomer needs (VOC)

2. BenchmarkCompetitors

3. Translate STRATEGY4. Assess financial

requirements5. Ensure inter-process linkage

6. Identify technology opportunities

Perform process

Improve execution(training,

tools, personnel,attitudes)

Improve design

Modifydesign

Redesign

Diagnosis

Implement change

GAP

Map process

Strategy

Identify key

measures

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The Two Faces of Change

Process and technology: structured problemsenvisioning and implementing new ways of working

challenges: innovation and complexity

clean, neat, utilitarian, elegant

creative, logical, disciplined style

People: motivational problemshelping people through a massive transition

challenges: the imponderables of the human psyche

messy, personal, emotional, affective

empathetic, intuitive, ruthless style

On the limitations of traditional change management techniques

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The Range of Responses

The 20/60/20 distribution

– net positive feelings: use

– somewhat net negative: enthuse

– strongly net negative: lose

Different strategies

– engage and encourage to lead

– inspire and encourage to participate

– marginalize and encourage to leave

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Upcoming FCB Courses

Title Description

Accelerated Certification A four-day, extended hours, Hammer Certification class. This immersion program combines course work and individual projects

Process Redesign A comprehensive, four-day Hammer Certification class on business process redesign (BPR)

Implementing Innovation A three-day, advanced course on building the key processes that can deliver a steady stream of breakthroughs

Process Owners in Action A three-day Advanced Certification class on business process management (BPM) for Process Owners and those in similar roles

Leading Transformation A three-day Hammer Certification class on process governance and enterprise transformation based on the PEMM™ process maturity model

Power of Process A two-day Hammer Certification class on process frameworks and methods

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Continue the Discussion Online

LinkedIn Discussion Groups

1. Process: Business Process Roundtable

2. Enterprise: Continuous Innovation

3. Individuals: Change Agents in Action

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For More InformationFCB Partners

Lindsay Field, Program Director617 245 0265

lfield@fcbpartners.com