setting-up a performance coe lessons from 4 stories … a performance coe lessons from 4 stories...

Setting-up a Performance CoELessons from 4 Stories & More

Gilles MorinNovember 5th 2015

AGENDA

1. Defining ‘Performance Center of Expertise’

2. 4 Stories

3. Lessons learned.

05/10/2015 BBC Conference USA 2015 2

First, let’s hear about you?


Your SITUATION…

4 Messages

• There are plenty of good BPM/Performance CoE model out there – Executing on them is a different matter.

• No fairy tale…It’s a long road paved of successes and hard leadership learnings.

• Very powerful transformational lever, even more so in these interesting days and ages!

• Success is in the eyes of the beholder!


AGENDA


2. 4 Stories

3. Lessons learned.


What is a Performance CoE?


What is a Performance CoE?

ALL ABOUT THE WHY AND THE ORGANIZATIONAL CONTEXT !


A Performance CoE is…


A centralized or decentralized process driven performance experts team delivering measurable

organization wide business and customer performance improvements through strategic

transformation programs, process performance improvement projects and capability

development initiatives.

Context Driven Models


Strategy, Process Architecture, Performance Measurement, Process Management, Alignment, BPM Priorities and Planning

EnterpriseLevel

Business Process Level

Implementation Level

Process Redesign & Improvement Projects, Six Sigma, Lean, Documentation Projects

.

Human Resource Development

Projects undertaken to develop resources for processes

Job DesignTraining DevelopmentKnowledge Management

Specific Activity

Business Processes

IT Development

ERP InstallationApplication DevelopmentBusiness Activity MonitoringBusiness Process Management Applications

A Mix of IT and HR

Development

Hardware UsedPhysical Plant and

Copyright © BPTrends Associates – All Rights Reserved

Three Typical Patterns defining CoE Model Evolution


1• BPMS CoE• SAP CoE• Case Mngt CoE

TECHNOLOGY FOCUS

http://www.google.ca/url?sa=i&rct=j&q=bptrends&source=images&cd=&cad=rja&docid=W58i3TJkJTBvFM&tbnid=ChM2Quc-0OEKjM:&ved=0CAUQjRw&url=http://www.bptrendsassociates.com/&ei=KayHUau_NsSQ0QGbqoBQ&bvm=bv.45960087,d.dmQ&psig=AFQjCNFVT_lDIovoOZKgNtsrcerUWxtx1g&ust=1367932322797077




2• Lean / 6 sigma CoE• BPM CoE• BA CoE

PROCESS IMPROVEMENT PROJECT FOCUS





3• Transformation –Digitalization –

Modernization Office• Continuous Improvement

Program Office

CORPORATE WIDE PROGRAM FOCUS



1

2

3• Transformation –Digitalization –

Modernization Office• Continuous Improvement

Program Office

• Lean / 6 sigma CoE• BPM CoE• BA CoE

• BPMS CoE• SAP CoE• Case Mngt CoE

TECHNOLOGY FOCUS

PROCESS IMPROVEMENT PROJECT FOCUS

CORPORATE WIDE PROGRAM FOCUS




They all face the same challengeCrossing the projects & short term focus chasm!

DANGER ZONE TIPPING POINT

AGENDA


2. 4 Stories

3. Lessons learned.


4 Cases in a nutshell


CASE 1 CASE 2 CASE 3 CASE 4

INDUSTRY TRAVELLING SERVICES

EXPORT FINANCIALSERVICES

INSURANCE FINANCIALSERVICES

COMPANY SIZE 9 000 YEES 1 000 YEES 3 000 YEES 30 000 YEES

CoE CREATION YR 2011 (4) 2005 (10) 2014 (1) 2009 (6)

SPONSOR (s) CIO CIO/BUS CIO VP IT & VP Performance BUs

CHAMPION (s) CONSULTANT VP IT SERVICES CONSULTANT MULTIPLE

DOMINANT MODEL 6 sigma – Lean& BPMS (2) BPM & Lean (1) Integrated

performance (1)BPMS &

Lean/BA (+s)

INITIAL FLIGHT PATH

CoE TEAM SIZE (est) 15 10 4 20+

TIPPING POINT CROSS NO YES CROSSING NO

2 3 123 21

4 Cases in a nutshell


CASE 1 (Travelling Services) CASE 2 (Export Financial Services)

CONTEXT & MAIN DRIVER

CIO high process awarenessPAIN

VP convinced CIO key to IT transformation + key bus allies (VP)

VISION & PAIN

GETTING TO YES Education, CEO aware (met with another CEO), BU exec wanted it

CIO bought it as part of the transformation, underground work, CEO/SrVP adopted model-

Lean

BUILDING CAPABILITY

Successful BPMS pilot, spreading Aris Express, from ISO to BPM to LSS, CIO process arch

Top down approach – Bus arch driven, small mid-market BPMS pilot by architecture, major

Lean program for a BU, HR lead

GETTING BUS BUY-IN One IT BU did it, still looking for CEO full buy-in, 1 BU in

Board & major clients screaming, intl consulting firm selling success to CXO, CEO+SrVP clear

leadership (top-down)

DELIVERING RESULTS Projects driven Projects driven

HURDLES

Getting CEO’s full engagementFinding the right tipping point project

Rediscovering power of the Bus architectureLeveraging existing allies, culture

Too many executives level changes, including CIO, buy-in for Lean of the Insurance value

chain

WINNING MOVES BPMS in one BU, from SS to L, IT transformation as a new locomotive, successful BPMS delivery

Using BARC as a stepping stone and influence platform, CEO-CXO buy-in

4 Story Lines


CASE 3 (Insurance Group) CASE 4 (Financial Services Group)

CONTEXT & DRIVERBPM Capability Assessment (CFO) + CIO (key to

transformation), VP BU championVISION & PAIN

Independent technology platform play & business analyst play

PAIN

GETTING TO YES BU Health at risk, CIO had money and leadership, building momentum IT transformation

Architecture foundation (BPMS)BU (Performance unit???)

BUILDING CAPABILITY

Bus. Arch. Of value streams to value chains, Kaizens in BU & IT, Integrated CoE & BPMS as foundational piece, integrated governance

BPMS in // with Performance Teams in each Bus, massive green belt training

GETTING BUS BUY-INImpacts PPM

CIO engaged in BU exercise – IT buy-inTop-down

Very uneven, many locomotives but short termism blinds decision makers,Adding LSS/Bus leader in IT helps

DELIVERING RESULTS Starting – Kaizen/Governance First big projects for slow clock speed

HURDLESLeadership and culture of a BU, new Group CEO,

Establishing strong collaboration with existing performance team, budget, BU culture

Repositioning performance team, connecting to back office transformation initiatives, delivery

time/costs, solution delivery cycle time, reconnecting to business architecture, culture

WINNING MOVESBus architecture, finding business champion and

delivering, Integrated model, getting CIO in, Bimodal IT key

Integrating business performance specialist (relationship management) in BPMS CoE

AGENDA


2. 4 Stories

3. Lessons learned.


So…What does the previous stories tell you?Would you qualify them as successful?


Successful?...It depends!

• It depends what were the drivers, expectations and targeted outcomes.

• None of them came to a halt or was abandoned – marathon continues.

• Few went from CoE status to integrated business service units into BUs.

• Mix of highly successful projects and painful high learning projects.• Very few successfully switched to an enterprise wide (multi BUs)

strategic program status.• Capability build-up & project delivery led, culture shift lagged

without the Lean ingredient.• Governance & business architecture made a difference.• Does not matter where they started from, they are all still evolving.



Lesson 1 – No unique and linearpath

FROM LEAN TO BPM GOVERNANCE & ARCH. TO BPMS

FROM BPMS TO PROJECTS, TO SYSTEMATIC MONITORING, TO BPM GOVERNANCE TO


Source: BPTrends Associates

Lesson 2 – Try to stay in the sweet spot

1:Initial 2:Basic 3:Competent 4:Mastery 5:Innovative

BUSI

NES

S PE

RFO

RMA

NC

E &

PRO

CES

S M

GN

T C

APA

BILI

TY &

MA

TURI

TY

CONTINUOUS IMPROVEMENT& PROCESS CULTURE MATURITY

BUSINESS PROJECTSVALUE CREATION

SWEET SPOT

Discrete Performance Improvement & Process ProjectsFew Capability Development – Acquisition Projects

Transversal Process & Performance Improvement Projects & Major CapabilityConsolidation Projects

Lesson 3 – Be ready to worksystemically on multiple capabilities

05/10/2015 24BBC Conference USA 2015

Decision making Accountability Let’s build it and they will come Fuzzy « why » No KPIs or clear outcomes Lack of data to measure project

outcomes Execution leadership Weak executive sponsorship No bimodal IT Overplaying Technology Lack of standards HR levers misaligned Lack of capacity & misaligned

competencies Unrealistic expectations Misaligned model and execution

strategy with context & maturity

Lesson 4: Get the Right Mix of Expertise


Placeholder

BUSINESS ARCHITECTURE

TRANSFORMATION & CHANGE MANAGEMENT

PROCESS/BUSINESS ANALYSIS

CONTINUOUS IMPROVEMENTINDUSTRIAL ENGINEERING

BUSINESS SOLUTION DELIVERY & MGNT PLATFORM

CORPORATE PERFORMANCE MGNT & MEASUREMENT

BPM

Lesson 5 – Get the right services portfolio mix


Business ArchitectureServices

Governance & Project Office

servicesProcess Performance

Improvement Services

Process ManagementServices

Corporate Performance& Change Management Services

Business ProcessSolutions Delivery

Lesson 6 – Balance 3 key levers


PERFORMANCE PROJECTS DELIVERY

Business Consulting Services

Project Management Services

Pilot/War Room

GOVERNANCE ENHANCEMENT

Process Governance support

Lean Governance support

Performance Projects Governance support

Process management

CORE CAPABILITIES DEV ACCELERATION

Coaching, training, education Methodology, tools &

standards Process culture development HR Levers Alignment Audit & QA Technical-User Support Practitionners’portal

MEASURED & SIGNIFICANT PERFORMANCE IMPROVEMENT

Few parting thoughts


Start with the END (PURPOSE) in mind

Execution leadership and competencies are key

Find the right accelerators & deliver results in short cycles

Aim for a bush fire strategy

Sponsor needs the right champion … vice et versa

Few parting thoughts


Don‘t mix means and ends – Beware of dogmatism

Tech. is not the issue, execution & change mgnt are

Align capability and expectations with maturiy

Change decision makers SEE first

Bus. Arch. & governance are key to cross the chasm

Thank You


setting-up a performance coe lessons from 4 stories … a performance coe lessons from 4 stories...

Documents