usiness process in a process wilderness” - asq seattle › sites › default › files ›...
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“Business Process in a Process Wilderness”
Stan JulienCo Founder
Triaster USA
Email: [email protected]
Mobile: +1-206-412-2717
Web: www.Triaster.com
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The Triaster US Team
Christine Anderson
VP, Service Delivery
Triaster USA
Email: [email protected]
Mobile: +1-206-200-2231
Web: www.Triaster.com
Stan Julien
Co Founder
Triaster USA
Email: [email protected]
Mobile: +1-206-412-2717
Web: www.Triaster.com
What Does Triaster USA do today?
1. Sole US Distributor for Triaster Process Library intellectual property • Selling direct to end-customer• Licensing through reseller and sub-distributor partners• Related Technical Services
• Deployment, training, onboarding enablement services.
• Hosting in US Azure cloud.
2. Consultative professional services• BPM specialty services
• Process Improvement, LEAN, 6-Sigma, etc.
• Process Author Training
• Traditional services**• PM, BI, BA, dev, etc.
• Sell direct but fulfill through/with partners
3. Managed Services• Curated, managed enterprise process library: bundled offering
incl. optional outsourced BPM services• Multi-year simple product hosting
Recent Greater-Seattle services engagements:▪ Alaska Airways▪ Flow Technologies▪ Redmond City Council ( case study)
**New: this is currently aspirational, one of the desired outcomes from a partnership
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+
Better Together
U.S. Software Distributor U.S. Authorized ResellerStrategic Services Partner
Business Transformation
•Moving to the cloud
•Mobility
•Mergers and acquisitions
•IPO
Change Management
•Business Process Governance
•Adoption Planning/mgmt
•Role/RACI analysis
•Execution workflow
•Education & training
•SLA definitions
IT Systems Planning
•Map Systems to Processes
•Aligned Business Process and Systems Roadmaps
•Quality BRD, EPICs
•Business-aligned IT Investment Planning & ROI
Process Management & Optimization
•Business Architecture
•Strategic business process
•LEAN/6-Sigma initiatives
•High-level process design & documentation
•Process Instrumentation, BI and analytics
Experience/Journey Mapping
•Employee Experience
•Customer Experience
•Complex Web Site Flows
•Touchpoint Analysis
•Experience Improvement
Compliance
•FAA
•ISO Standards
•HR & Employment Law
•SOX
•HIPAA
•FASB Revenue Recognition
Top Customer Challenges We Address…
Agenda
• How do (some) large, global companies survive and thrive without investing in business processes?
• More importantly, why do they operate that way?
• How to manage-through such cultural challenges• No silver bullets … just what worked for me
• Some Dos and Don’ts
How do (some) large, global companies survive and thrive without investing in business processes?
• They DO invest in business processes – they just don’t call it that:• Systems-driven processes
• Project driven band-aid improvement
• Tribal knowledge processes
• Hidden investment –• Lots and lots of procedures and instructions docs from lots and lots of different groups
• Heavily curated intranet repositories (expensive, slow to adapt)
• … they just don’t manage them with the BPM rigor we think of.• Process Libraries
• Governance and change management
• 6-Sigma, DMAIC, LEAN
Why do they operate without investing in business processes?
• Culture• Government, Engineering, Manufacturing, etc.• Advertising, Entertainment, Sales & Marketing, etc.
• Because they don’t understand the value of business process management
• Business change time cycles• Too immediate• Too transient
• Because people move on quickly• They are not in role long enough to be accountable• They don’t want to invest “for the benefit of the next guy”
• Because they can! (mostly)• Throw enough money and people at it.
Maturity Evolution at Microsoft
2002 Strategic BusinessTransformation
2007IT Product Management
2008 Marketing Automation
2009 Strategic BusinessTransformation
2009 Retail Store Launch
2012 Licensing Operations
2017 Global Security
No Tools Authoring Tools Online Process Library
Permanent Proc. ManagersProject Initiatives
Culture Shift
Example 1: Strategic Salesforce Re-engineering
• Creation of new Sales Segment: “Corporate Accounts”• New VP
• ~ 10K Smaller Enterprise customers
• ~90K larger SMB customers
• Thousands of heads, Hundreds of millions budget
• Approved in Feb 2010, to be landed July 2010!
• Video – [2009, no laughing!]
EPG
CAM
CTM
SMB
500 Accts
786 Accts
Corporate Account Managed
Corporate Territory Managed
Our Corporate Accounts charter is to enable
every Corporate Business to realize their full
potential with Microsoft and its partners while
driving customer satisfaction, revenue and
competitive share.
Corporate Account FY11 Outlook
Example 2: Breakthrough Improvement (Marketing Automation)
• Mid-Market Relationship Marketing Program• Automated series of customer touches to stimulate license
renewal• Integrating email, web, d-mail, phone • Marcoms triggered by work-back from license expiry date• $Multi-billion business activity
• Classic As-Is, To-Be design comparison and business case• $8M Investment ($5m in IT)
• Revealed the opportunity cost of data quality issues• Spending >$15M/year cleaning customer data defects • … but with no reference to the business value of the data
• Spawned a major new initiative on business-driven, just-in-time data cleansing to optimize the IT data cleansing budget
My Microsoft learnings (Results will vary in other cultures)
Do…• Sell by Stealth
• Do first, ask for approval later• Use process library live during exec briefings and reviews• Showcase the analysis/reports rather than the flows and
diagrams
• Make it easy for stakeholders (process owners and SMEs) to participate
• Lead the discovery informally and one-on-one• Capturing in Excel can be less intimidating• Turn results around quickly
• Win the end-user audience and the management will come around
• Put the processes on-line where they are easily too get to, easy to navigate, and easy to use
• Collaborate with them. Seek and incorporate feedback.• Give recognition (in mgmt. reviews, award nominations, etc)
• Make it useful and actionable, not academic• Integrate all document, systems, policies, templates, videos
• Highlight the work and results, not the platform and tools
Don’t…• Don’t Use any BPM jargon
• “Business Process” and “As-is, To-be” are the limit
• 6-Sigma, DMAIC, LEAN, are a kiss of death!
• Never email Visio files!!!• They won’t open them and they won’t thank you for it.
• Email links to library instead
• Avoid/Defer major investment• Start small, grow through success
• Take a cloud subscription
• Avoid IT !!• Don’t trigger a platform and technology evaluation
• Structure as pure business effort with vendor services
• Don’t cut-and-paste library processes into PPT• Link to them live
“I though 6- Sigma was a college fraternity”
“I don’t want 6-Sigma. Give me 2-Sigma”
Discussion?Cocktails?
Dinner?
Case Study: Redmond City Councilhttps://425business.com/a-lean-machine/