part 2: agile organisations: business and process transformation event - measuring, managing and...

Agile Organisations - September 2010

Measuring, managing and

improving business agility

Business and process transformation

techniques for the 21st century

Improve agility, efficiency and customer

service, increase revenue and reduce costs

Agile Organisations: Business and

Process Transformation

David Mottershead

BP Group

Steve Towers

BP Group

September 2010


How to uncover significant opportunities for improving processes permanently

- Factors constraining our agility

- The emergence of a new landscape

- The building blocks for change

- Practical, results and analysis

- Scores on the doors

- Where to start

- How to get more information

Measuring, managing and improving business agility

Agility – The Key To Success In The 21st Century


The Scores on the Doors

Source:

www.successfuloutcomes.blogspot.com

http://bit.ly/uAyVW

Who is Outside In and how does that change

company value?2009 Brand Value

$M

2008 Brand Value

$M YoY Change

1. Google 100,039 86,057 16%

2. Microsoft 76,249 70,887 8%

3. Coca Cola 67,625 58,208 16%

4. IBM 66,622 55,335 20%

5. McDonalds 66,575 49,499 34%

6. Apple 63,113 55,206 14%

7. China Mobile 61,283 57,225 7%

8. GE 59,793 71,379 -16%

9. Vodafone 53,727 36,962 45%

10. Marlboro 49,460 37,324 33%

11. Walmart 41,083 34,547 19%

12. ICBC 38,056 28,004 36%

13. Nokia 35,163 43,975 -20%

14. Toyota 29,907 35,134 -15%

15. UPS 27,842 23,610 18%

Outside In

Mixed

Inside Out

Data: Millward Brown Optimor 2008, 2009

6/10

Who is Outside In and how does that change

company value?2010 Brand Value

$M

2009 Brand Value

$M YoY Change

1. Google 114,260 100,039 14%

2. IBM 86,383 66,622 30%

3. Apple 83,153 63,113 32%

4. Microsoft 76,344 76,249 0%

5. Coca Cola 67,983 67,625 1%

6. McDonalds 66,005 66,575 -1%

7. Marlboro 57,047 49,460 15%

8. China Mobile 52,616 61,283 -14%

9. GE 45,054 59,793 -25%

10. Vodafone 44,404 53,727 -17%

16. UPS 26,492 27,842 -5%

26. Toyota 21,769 29,907 -27%

43. Nokia 14,866 35,163 -58%

Data: Millward Brown Optimor 2009, 2010

8/10

Outside In

Mixed

Inside Out

On the Down

Inside-out

On the Up with Outside In

Companies

Apple sees things

differently


Moments of Truth – they’re everywhere

Moments of

Truth permeate

our lives in

every product

and service


Power-book

Original iPod

iLife

MAC OSX

Cinema Displays

iPod Shuffle

Nike & iPod

MacBook Air

iPodClassic

iPhone3GS

0702 05 0603 040100 08 09

iPad

FREE

iPhone?

A decade of Apple Innovation


Winning examples


The Size of the Prize

Triple Crown +

Reduce cost

Increase revenue

Enhance service


How to uncover significant opportunities for improving processes permanently

- Factors constraining our agility

- The emergence of a new landscape

- The building blocks for change

- Practical, results and analysis

- Scores on the doors

- Where to start

- How to get more information

Measuring, managing and improving business agility

Agility – The Key To Success In The 21st Century

Moving to this

model is natural

and logical

The

Process

Performance

Landscape


SUCCESSFUL CUSTOMER OUTCOMES

CUSTOMER OUTCOMES

OUTCOMES

OUTPUTS

ACTIVITIES

TASKS

Everything we do

must contribute!

Oc Oc Oc

CO CO

SCO

Customer


1. Who is your

customer?

Oc Oc Oc

CO CO

SCO

Customer

2. What is their SCO?

3. What are the key

Activities that contribute

to the SCO?


AND HERE

IS THE KICKER

Oc Oc Oc

CO CO

SCO

Customer

Can You think of things

that happen that do

NOT contribute to the

SCO?

That is part of the Opportunity..

It’s Potentially

DUMB STUFF = complexity,

cost & inefficiency


“And the Size of the prize?

It is between 40-70% cost reduction

across your critical and core

processes”

John Corr,

Alix Partners (London)

To link process with performance we need to rethink what we

mean by performance.

Moving from

Inside-Out

Left to Right

Pyramidal

Rigid

Functional

Specialist

To…..

Thru

Process

centric

towards

Outside-In

and a

Customer

centred view

of business


The trick is always to look at your

business or brand from the outside in.

Richard Branson


Questions in an Outside-In world

What Business Are you in?

Roundtable....

Bums on seats

Lifestyle management

Improving lives

Joy

Moving people

Gratification

Expression

Always-On


What about a current example?

Start where you are and take people with you...


CEO Office

7 Divisions

70 Business Units

245 Departments

900 Teams

3940 Functions

56,000 People

39 Countries

8.2 Million Customers


56,000 Staff

3940 Functions

900 Teams

245 Departments

70 Business Units

7 Divisions

1 CEO Office

Personal

Customer Operations

Personal Loans

Call CentreCustomer Advocacy

Customer Operations

Data/Image Centre

Communications

OPS Institutional Corporate Centre Euro Asia Pacific BUs

Phase 2


Ma

rketing

Sa

les

Serv

ice

Sup

port

Acc

oun

ts

Rete

ntio

n

Rene

wa

l

Phase 2


Ma

rketing

Sa

les

Serv

ice

Sup

port

Acc

oun

ts

Rete

ntio

n

Rene

wa

l

Phase 3

Ca

ll C

ent

re

Cus

tom

er

Ad

voca

cy

Cus

tom

er

Op

era

tions

Ima

ge-D

ata

d

ep

art

ment

Com

mun

ica

tio ns

Call C

entr

e

Cust

om

er

Advoca

cy

Cust

om

er

Opera

tions

Image-D

ata

depart

ment

Com

munic

ations

Call C

entr

e

Cust

om

er

Advoca

cy

Cust

om

er

Opera

tions

Image-D

ata

depart

ment

Com

munic

ations

Call C

entr

e

Cust

om

er

Advoca

cy

Cust

om

er

Opera

tions

Image-

Data

depart

ment

Com

munic

ations


Ma

rketing

Sa

les

Serv

ice

Sup

port

Acc

oun

ts

Rete

ntio

n

Rene

wa

l

Phase 4


Ma

rketing

Sa

les

Serv

ice

Sup

port

Acc

oun

ts

Rete

ntio

n

Rene

wa

l

Phase 5 – Six months later


56,000 Staff

3940 Functions

900 Teams

245 Departments

70 Business Units

7 Divisions

1 CEO Office

Personal

Customer Operations

Personal Loans

Call CentreCustomer Advocacy

Customer Operations

Data/Image Centre

Communications

OPS Institutional Corporate Centre EURO Asia Pacific BUs

Phase 5+


Optimize, Align, Innovate Any Process

Any process can

receive the benefits of

OI thinking and practice

Understand the Causes

of Work

Seek to

(a) Remove, and if not

(b) improve the Causes

of Work

Fix the Cause,

Remove the EffectMOT

MOT MOTMOT

MOTMOT MOT

MOT


Sometimes the situation is only a problem

because it is looked at in a certain way.

Looked at in another way, the right course

of action may be so obvious that the

problem no longer exists.


Some elements that change …

Inside Out Outside In

Processes Complex Simple

People Controlled Empowered

Structure Hierarchy/

Functional

Team

Systems Prescriptive Adaptive

Measurement Activities Results

Customer End of chain

Segmented

Inclusive

Individual

Organisation Rigid Agile


Business Agility – What is it?

The capability of an

organisation to

proactively adapt to

changes in the

business landscape Agility

Measures

Readiness

Self sustaining

Benchmarking against

competitors

Changing the mindset

Collaboration

Innovation and creativity

Drivers


The Outside-In promise

Outside-In promises to increase agility and eliminate wasted time, money and energy in every organisation.

In achieving Outside-In we make a Copernican shift and the Customer becomes the focus at the centre of everything we do.

Stages in the approach

Understand & DevelopSuccessfulCustomerOutcomes

CreateProcessActivity

List

PROCESS DIAGNOSTICS

IdentifyMoments of

Truth

PROCESS DIAGNOSTICS

IdentifyBreakpoints

PROCESS DIAGNOSTICS

IdentifyBusiness

Rules

PerformRisk

Assessment

DevelopAction Plan

ManageDelivery

COMMUNITY• Global – 40,000

• LinkedIn – 4,500+

TRAINING

• Certification (7 Levels)

• Open & In house Learning

• Online Support

BUSINESS PROCESS

PROFESSIONAL

• Support Groups

• Mentoring & Coaching

• Sundowners

INFORMATION&

RESEARCH

• Articles, News

• Discussion

• Conferences & Seminars

www.bpcommunity.org

www.bp2010.com

www.bpgroup.org

www.successfuloutcomes.blogspot.com

oibpm.com


CPP Level Objective Attainment Designation

7 Leadership Master CPP Champion

6 Strategy Master CPP Master

5 Integrate Master CPP 5

4 Perform Professional CPP 4

3 Innovate Professional CPP 3

2 Align Professional CPP 2

1 Optimise Practitioner CPP 1CEMM Engineer Engineer CEMM (E)

Community

Everyone

Business Analyst

Process Managers

Technologists

Senior Managers

Leaders

Certification Notes:

InClass Assessment One Day

Testing Online – within 6 months of class

Case Studies Two required – may be historic

Client Interview By agreement

Peer Review By agreement

Experience Proven qualification, time in post

Ongoing Notes:

Certification Renewal Webinars, Approved Conferences, Projects

Experience Proven qualification, time in post

Business Process Professional

pathwayLeading to the Certified Process Professional (CPP)

Open and in-house formats on a global basis

Delivered through the BP Group Associate network.

For the latest programme visit www.bp2010.com

© MMX BP Group The BP Group, Mayfair House, 14-18 Heddon Street, Mayfair, London W1B 4DA UK | The BP Group,10685-B Hazelhurst Dr. 8602, Houston, TX 77043 US

David Mottershead

[email protected]

Steve Towers

[email protected]

Implementation?

Four ways we help

•Education – the CPP

programme & specialist

learning

•Resources – The

toolkits, the CEMMethod,

the webinars

•Network – Global

sharing and learning

•Mentoring – access to

expert resource

mailto:[email protected]

mailto:[email protected]


Measuring, managing and

improving business agility

Business and process transformation

techniques for the 21st century

Improve agility, efficiency and customer

service, increase revenue and reduce costs

Agile Organisations: Business and

Process Transformation

David Mottershead

BP Group

Steve Towers

BP Group

September 2010

part 2: agile organisations: business and process transformation event - measuring, managing and...

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