part 2: agile organisations: business and process transformation event - measuring, managing and...
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Agile Organisations: Business and Process Transformation Event - Measuring, managing and improving business agility presentationTRANSCRIPT
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
Agile Organisations - 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
Agile Organisations - September 2010
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
Agile Organisations - September 2010
Moments of Truth – they’re everywhere
Moments of
Truth permeate
our lives in
every product
and service
Agile Organisations - September 2010
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
Agile Organisations - September 2010
Winning examples
Agile Organisations - September 2010
The Size of the Prize
Triple Crown +
Reduce cost
Increase revenue
Enhance service
Agile Organisations - 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
Moving to this
model is natural
and logical
The
Process
Performance
Landscape
Agile Organisations - September 2010
SUCCESSFUL CUSTOMER OUTCOMES
CUSTOMER OUTCOMES
OUTCOMES
OUTPUTS
ACTIVITIES
TASKS
Everything we do
must contribute!
Oc Oc Oc
CO CO
SCO
Customer
Agile Organisations - September 2010
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?
Agile Organisations - September 2010
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
Agile Organisations - September 2010
“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
Agile Organisations - September 2010
Agile Organisations - September 2010
The trick is always to look at your
business or brand from the outside in.
Richard Branson
Agile Organisations - September 2010
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
Agile Organisations - September 2010
What about a current example?
Start where you are and take people with you...
Agile Organisations - September 2010
CEO Office
7 Divisions
70 Business Units
245 Departments
900 Teams
3940 Functions
56,000 People
39 Countries
8.2 Million Customers
Agile Organisations - September 2010
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
Agile Organisations - September 2010
Ma
rketing
Sa
les
Serv
ice
Sup
port
Acc
oun
ts
Rete
ntio
n
Rene
wa
l
Phase 2
Agile Organisations - September 2010
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
Agile Organisations - September 2010
Ma
rketing
Sa
les
Serv
ice
Sup
port
Acc
oun
ts
Rete
ntio
n
Rene
wa
l
Phase 4
Agile Organisations - September 2010
Ma
rketing
Sa
les
Serv
ice
Sup
port
Acc
oun
ts
Rete
ntio
n
Rene
wa
l
Phase 5 – Six months later
Agile Organisations - September 2010
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+
Agile Organisations - September 2010
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
Agile Organisations - September 2010
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.
Agile Organisations - September 2010
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
Agile Organisations - September 2010
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
Agile Organisations - September 2010
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
Agile Organisations - September 2010
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
Steve Towers
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
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