Showing posts with label cemmethod(tm). Show all posts
Showing posts with label cemmethod(tm). Show all posts
BP Group CPP Masters ® Next week!! (26-30 August)
In Dubai with BP Group Lead Coaches Steve Towers & James Dodkins - 26 - 30 August.
Qualify as a CPP Master® (Levels 1-5 inclusive). Always a very popular session come and learn, network and acquire the skills to IMMEDIATELY transform your work, your organisation and your performance (limited seats left).
Review the full details at: http://dubaimastersaugust.eventbrite.com/
The previous session, completed in April included delegates from7 countries:
The full programme of BP Group Certified Process Professional® and CPP Master® can be reviewed at:
http://www.bpgroup.org/certification-by-city.html
BPGroup CPP Masters® (the best just got better)
Recent programs (last 13 weeks) in London, Dubai, Bangalore, Cape Town, Auckland, Sydney and Pune have qualified 93 new BP Group CPP Masters® - (CPP Levels 1 thru 5 inclusive!) Hearty Congratulations go out to (photo's below): |
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| Abhijit Vijay Shaha Abhinava Pratap Singh Ahmad Gharaibeh AJ Reekie-Mayne Akash Banerjee Akshay Bhagat Albertus Lim Alexandre Nevski Alpana Thakar Amit Arvind Pande Ammar Mohammad Al Ghazu Amogh Rudra Amudha Kumar Balan Andre Buys Andrew Pratt Anil Kumar Anushka Soma-Patel Anver Daniels Apurva Pandey Arun Kumar K R Asad Rehman Ashwini Patil Axayya Rudra Bo Andersen Carly Wernich Charles Lewis Coen Zuidema Dave Alldredd Debra Fouche Dezre Desai Dirk Kotze Divyesh Vasani Dudley Atapattu Ernst Hertzog |
Geert Calcoen Gerhard Basson Ghazal Fassaie Haadiey Osman Henrik Frydenlund Henry Spijkeman Ian Hancock Ian Singleton Jackie Passman Jerry Ball Keegan Alexander Kevin Thomas Kirsty Heron KrishnanKumaran L Murugappan Laura Duquemin Lawrence Wood Laxman Murugappan Leletu Ndlakuse Lisa Dunn Llewellyn Daniels Lufti Bafagih Maghmoed Joseph Mahmood Gharaibeh Mark Johnston Mohammed Hajjout Mohammed Jafer Morne Owen Mukhtar Dharsey Naresh Tanwani Nelis Putgieter Nigel Coutts Nihal Suliman Elsayed Ismail Nomvelelo Makwetch |
Nora Regina Alawneh Patrick Kadalie Peter Carruthers Peter Keller Priti Bhagat Priyagee Rudra Raghunandan Reddy Richard Downes Rita Murugappan Alagammai Palaniappan Rovina Colaco Rudy Kriel S Rajasekar Santosh Sawant Sarfaraz Ahmad Serle Shuman Shahla Nazar Ahmed Shirish Patil Shueyb Vally Sridharan Parthasarathy Tamaryn Whittle Tulsi Murugappan Upendar Kasam Venkatachalam Subramanian Venkatasubramanian Narasimhan Vijaymadhur Papabathini |
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The Certified Process Professional 2012-13 program - the worlds leading BPM qualification
We have now announced full dates for 2012 and into 2013 for all eight levels.
If you are already qualified to
CPP Level II (CPP) you can progress to the CPP (Level 5) CPP Master, and if already a
CPP Master advance to CPP Level VIII (CPP Champion).
You may attend a refresher for the price of a coffee so do get in touch!
As always places go quickly so please book soon to ensure your place.
http://www.bpgroup.org/certification-by-city.html Successful Customer Outcomes - delivering the Triple Crown (workshop)
BPGroup & PEX week workshopThe workshop from Florida in January during PEXweek
View more presentations from Steve Towers.
BPGroup Update, Top Blogs, 2012 CPP Program and some
Welcome from BPM Towers.
One month of the new webiste / Nine most popular process blogs / Top Articles / Top BPM Training /
Combine that with the 50,000+ non LinkedIn members and your not for profit
has never been so active, so drop by.... http://bit.ly/joinbpgroup
**Featured Blogs**
> Successful Customer Outcomes < http://bit.ly/SuccessfulCustomerOutcomes > Steve Towers
> Outside-In Insider < http://bit.ly/OutsideInInsideOut > James Dodkins
> BP Community < http://bit.ly/ProcessCompany > BPGroup
> Making You Think < http://bit.ly/MakesYouThink > Ian Gotts
> Janne Ohtonen < http://bit.ly/JanneOhtonenBlog > Janne Ohtonen
> Process Ninja < http://bit.ly/TheProcessNinja > Craig Reid
> BPM for Real < http://bit.ly/BPMforReal > Chris Taylor
> PEX Network < http://bit.ly/PEX4Process > IQPC
> Customer Service < http://bit.ly/Service4Customers > Service Untitled
**Featured Discussions**
> Mark Barnett < http://linkd.in/w8CEuC > Process Intuition
**2012 Coaching Program**
With 150 sessions planned this year
> http://www.bpgroup.org/register-venues--dates.html <
**After visting the discussions have a look at the brand new squeaky clean website**
http://www.bpgroup.org
and review the seminars, conferences and program for 2012 :-)
**Also if you are qualified do join the closed user groups on BP Group on LinkedIn.**
More giveaways (in December we 'released' to members 21 iPad2's!!)
and access to all the downloads, videos, updated case studies.....
On the subject of giveaways the next London Masters comes free with an iPad2 to boot
- see http://londonpromas.eventbrite.com/
All the Very Best
Steve
http://bit.ly/LinkWithSteve
One month of the new webiste / Nine most popular process blogs / Top Articles / Top BPM Training /
Combine that with the 50,000+ non LinkedIn members and your not for profit
has never been so active, so drop by.... http://bit.ly/joinbpgroup
**Featured Blogs**
> Successful Customer Outcomes < http://bit.ly/SuccessfulCustomerOutcomes > Steve Towers
> Outside-In Insider < http://bit.ly/OutsideInInsideOut > James Dodkins
> BP Community < http://bit.ly/ProcessCompany > BPGroup
> Making You Think < http://bit.ly/MakesYouThink > Ian Gotts
> Janne Ohtonen < http://bit.ly/JanneOhtonenBlog > Janne Ohtonen
> Process Ninja < http://bit.ly/TheProcessNinja > Craig Reid
> BPM for Real < http://bit.ly/BPMforReal > Chris Taylor
> PEX Network < http://bit.ly/PEX4Process > IQPC
> Customer Service < http://bit.ly/Service4Customers > Service Untitled
**Featured Discussions**
> Mark Barnett < http://linkd.in/w8CEuC > Process Intuition
**2012 Coaching Program**
With 150 sessions planned this year
> http://www.bpgroup.org/register-venues--dates.html <
**After visting the discussions have a look at the brand new squeaky clean website**
http://www.bpgroup.org
and review the seminars, conferences and program for 2012 :-)
**Also if you are qualified do join the closed user groups on BP Group on LinkedIn.**
More giveaways (in December we 'released' to members 21 iPad2's!!)
and access to all the downloads, videos, updated case studies.....
On the subject of giveaways the next London Masters comes free with an iPad2 to boot
- see http://londonpromas.eventbrite.com/
All the Very Best
Steve
http://bit.ly/LinkWithSteve
Process Excellence and The Genius of Steve Jobs
- Tribute: Process Excellence and the Genius of Steve Jobs: After the news today Apple’s founder and visionary Steve Jobs had passed away aged 56, so much is being said rightly about the technical genius of the man. But beyond his astute commercial insight lies a deeper truth that is much more important to Process Professionals and all of us involved in building and developing Process Excellence. read more
What Price Complexity?
When production and service cycles take forever, and costs are high, chances are that most of your processes are mired in complexity. Since Victorian times, companies have felt compelled to offer consumers whatever they want, creating a myriad of choice with goods and services each having their own process and production lines.
In turn these processes are supported by complex systems and require specific skills for bespoke services and products. How often do you hear the recital “oh we’re very different around here. What we are do is unique in the industry.”
And it probably is to the detriment of the very people you are trying to please - the customer.
Consider a few of the not so hidden costs of complexity:1. Customer inconvenience – Your customers have to negotiate your complex system and its mind-numbing array of alternatives.
Q. Just how many Moments of Truth are there?
2. Unwieldy sales processes – The sales systems needed to support complex product lines soon grow too cumbersome, whether they require filling out complicated order forms, getting indecipherable invoices or navigating endless voice mail paths.
Q. How many rules exist to ‘guide and direct’ and are not out of date slowing things to crawl?
Q. How many handoffs occur in your processes between people, systems and services?
Eradicating those Moments of Truth, Rules and Breakpoints can change everything.3. Impact on management – Eventually, even your managers will find numerous products and processes too much to track.
Q. How much money have you spent training people to deal with this complexity?
Remove the complexity and legacy approaches geared to streamlining processes may not be required!
4. As an absolute, the greater an organization’s complexity, the less focused its management.
Q. Where does all that management time get directed? Fire fighting and fixing problems caused by the nightmare of complexity.
Refocus management time to helping align processes for successful outcomes.You do not have to live with complexity. We have a phrase “Fix the Cause, Remove the Effect” – perhaps that can be your guide also?
Outside-In BPM – utilize ground breaking techniques created by the market leaders who have redefined their markets and continue to outplay the competition in every aspect of the game.
You can review the CEMMethod(TM) and the training approach at www.bpmbox.com
The difference between Six Sigma, Lean, Lean Six Sigma and Outside-In
It’s a confusing world out there. At the last count there were over 6,000 improvement methodologies (Wikipedia) all geared to helping organizations get better at business. So at least there’s always been plenty of choice depending on your particular flavor of the month however one has to ask the question why so many and why do even the better ones fail to help our companies adapt and change?
Regular readers of BP Group stuff will know we can be quite outspoken on this matter, and it’s best summed up by the phrase “you may be doing things right, but are you doing the right thing?”. The vast majority of techniques, approaches and methods are geared to fixing problems, and essentially getting better at doing things right. That was fine in the 20th century world where efficiency was king. Not so anymore where effectiveness, efficiency and successful outcomes are pre-requisites for business success. Just getting better at what you currently do (doing things right) is the route of diminishing returns. The harder we try, the tighter we get, the poorer the gain each time around.
Let’s contrast that with doing the right thing. Here we seek to determine what the right thing is, and in our language it centers on Successful Customer Outcomes (SCOs). And that isn’t about (just) filling forms correctly, tightening bolts or producing widgets. It is a philosophy that seeks to improve our alignment in everything we do towards the SCO. It is geared to understanding Causes rather than fixing effects, and unfortunately again so much of what is called ‘improvement’ is about fixing effects, rather than flushing out the Cause of Work (COW) and the Points of failure (POF).
The approach we have distilled from global leading companies, which we call Customer Expectation Management Method (CEMMethod), has a set of principles and philosophy that makes sure everything you do improves the SCO. CEMMethod helps an organization bring their processes, systems, strategy and people into ‘outside-in’ alignment.
Does CEMMethod work? Absolutely and that’s precisely what allows those leading companies to carry on creating clear water between themselves and the nearest ‘inside-out’ rivals.
So how could we compare the recent emergence of CEMMethod with less effective approaches like Six Sigma and Lean? Easy.
Six Sigma - Fixing problems. Doing Things Right..
For example people may not be filling in a form correctly. Six Sigma understands how often, where and what could be done to improve accuracy of the form.
Lean - Doing Things Right, and sometimes doing the Right Thing.
Similar to Six Sigma however goes a stage further in removing waste associated with form completion by removing unnecessary steps and sometimes as a consequence negates the need for a form entirely. In doing so occasionally, but not by design, stumbles into doing the right thing.
Both Six Sigma and Lean don’t challenge directly whether the form helps to achieve an SCO.
On the other hand,
CEMMethod - Doing the Right Thing. Doing it Right, doing it even Better.
Asks whether the form contributes to the achievement of the SCO. If it doesn’t we stop doing this dumb stuff. It is typical to find that a massive amount of work in a CEMM examined process becomes unnecessary and in doing so frees up scarce resource.
The good news is that those ‘outside-in’ success stories can help all of us embrace the SCO and identify and achieve immediate substantive triple crown benefits for our organizations.
Terms used in this article:
CEM - Customer Expectation Management
CEMMethod - Customer Expectation Management Method
SCOs - Successful Customer Outcomes
COWs - Causes of Work
POFs - Points of Failure
Triple Crown - Concurrently Improving Revenues, Enhancing Service and Reducing Costs.
Inside-Out - viewing the organization as a self sustaining functional enterprise focused on silo based specialism
Outside-In - understanding and living an approach that recognizes the only reason an organization exists is to deliver SCOs. In doing so achieving Triple Crown benefits which benefit the Customer, the companies employees and the shareholders.
What is your SCO and how aligned is your organization to achieving it?
About the Author
Steve Towers, Co-founder and Chair of BP Group and founder of Towers Associates, is an expert on process and performance transformation.
Steve founded the first community focused on business process management in 1992.
Steve has bases in Europe (UK) and Colorado.
Regular readers of BP Group stuff will know we can be quite outspoken on this matter, and it’s best summed up by the phrase “you may be doing things right, but are you doing the right thing?”. The vast majority of techniques, approaches and methods are geared to fixing problems, and essentially getting better at doing things right. That was fine in the 20th century world where efficiency was king. Not so anymore where effectiveness, efficiency and successful outcomes are pre-requisites for business success. Just getting better at what you currently do (doing things right) is the route of diminishing returns. The harder we try, the tighter we get, the poorer the gain each time around.
Let’s contrast that with doing the right thing. Here we seek to determine what the right thing is, and in our language it centers on Successful Customer Outcomes (SCOs). And that isn’t about (just) filling forms correctly, tightening bolts or producing widgets. It is a philosophy that seeks to improve our alignment in everything we do towards the SCO. It is geared to understanding Causes rather than fixing effects, and unfortunately again so much of what is called ‘improvement’ is about fixing effects, rather than flushing out the Cause of Work (COW) and the Points of failure (POF).
The approach we have distilled from global leading companies, which we call Customer Expectation Management Method (CEMMethod), has a set of principles and philosophy that makes sure everything you do improves the SCO. CEMMethod helps an organization bring their processes, systems, strategy and people into ‘outside-in’ alignment.
Does CEMMethod work? Absolutely and that’s precisely what allows those leading companies to carry on creating clear water between themselves and the nearest ‘inside-out’ rivals.
So how could we compare the recent emergence of CEMMethod with less effective approaches like Six Sigma and Lean? Easy.
Six Sigma - Fixing problems. Doing Things Right..
For example people may not be filling in a form correctly. Six Sigma understands how often, where and what could be done to improve accuracy of the form.
Lean - Doing Things Right, and sometimes doing the Right Thing.
Similar to Six Sigma however goes a stage further in removing waste associated with form completion by removing unnecessary steps and sometimes as a consequence negates the need for a form entirely. In doing so occasionally, but not by design, stumbles into doing the right thing.
Both Six Sigma and Lean don’t challenge directly whether the form helps to achieve an SCO.
On the other hand,
CEMMethod - Doing the Right Thing. Doing it Right, doing it even Better.
Asks whether the form contributes to the achievement of the SCO. If it doesn’t we stop doing this dumb stuff. It is typical to find that a massive amount of work in a CEMM examined process becomes unnecessary and in doing so frees up scarce resource.
The good news is that those ‘outside-in’ success stories can help all of us embrace the SCO and identify and achieve immediate substantive triple crown benefits for our organizations.
Terms used in this article:
CEM - Customer Expectation Management
CEMMethod - Customer Expectation Management Method
SCOs - Successful Customer Outcomes
COWs - Causes of Work
POFs - Points of Failure
Triple Crown - Concurrently Improving Revenues, Enhancing Service and Reducing Costs.
Inside-Out - viewing the organization as a self sustaining functional enterprise focused on silo based specialism
Outside-In - understanding and living an approach that recognizes the only reason an organization exists is to deliver SCOs. In doing so achieving Triple Crown benefits which benefit the Customer, the companies employees and the shareholders.
What is your SCO and how aligned is your organization to achieving it?
About the Author
Steve Towers, Co-founder and Chair of BP Group and founder of Towers Associates, is an expert on process and performance transformation.
Steve founded the first community focused on business process management in 1992.
Steve has bases in Europe (UK) and Colorado.
BPGroup Mid June Update
*** Dedicated to the Certified Process Professional® ***
http://linkd.in/CertifiedProcessProfessional
Link with Steve Towers: http://bit.ly/SteveTowersLink
New Resources | Details in the LinkedIn Closed User Areas - includes new guides, new webinar, handouts, and presentation materials
Certified Process Professional: http://linkd.in/CertifiedProcessProfessional
Certified Process Professional Master: http://linkd.in/jrrbnm
Latest Popular Discussions:
How many processes are there in one company?
This may sound like a stupid question.... Thomas Olbrich
http://linkd.in/kWbuSW
Food for thought part 2: Dutch Railroad Company (NS) announced that they will stop selling the paper ticket
At the moment Dutch public transportation.. Saudia Mohamed
http://linkd.in/kwdDPy
Can Outside-In Really Work in Heavily Regulated Industries?
A new study by McKinsey & Company... Michael Adcock
http://linkd.in/mEYzzZ
RE-ATTEND TRAINING FOR FREE
Do remember you can attend CPP12 refreshers at any of the upcoming business process professional
programme at www.bp2010.com (now on ALL continents).
If you wish to progress to CPP Master (CPP Level 345) there's also a special discount knocking 100% off all CPP12 sessions
Contact our Sales Team on +44 2081 333 509, or email them on
csa@bpgroup.org
Ciao,
Steve
Fourteen in 3 months:
Upcoming Certified Process Professional & CPP Masters programme (www.bp2010.com)
*** AUSTRALIA ***
Sydney, Australia - Coach, Steve Towers July 4-8
Brisbane, Australia - Coach, David Mottershead July 25-29
Perth, Australia - Coach, David Mottershead Aug 8-12
*** INDIA ***
Delhi - Coach, Steve Towers July 18-19
Mumbai - Coach, Steve Towers Jul 21-22
Bangalore - Coach, Steve Towers Jul 25-26
*** NORTH AMERICA ***
Denver - Coach, Steve Towers Aug 22-26
San Francisco - Coach, Charles Bennett Aug 22-26
Boston - Coach, Charles Bennett Aug 29-Sep 2
*** EUROPE ***
Riga,
Stockholm, Sweden - Coach, Martina Beck-Friis Sep 5-9
Helsinki, Finland - Coach, Janne Ohtonen Sep 8-9
Tallinn, - Coach, Janne Ohtonen Sep 12-13
London, UK - Coach, Steve Towers Sep 19-23
http://linkd.in/CertifiedProcessProfessional
Link with Steve Towers: http://bit.ly/SteveTowersLink
New Resources | Details in the LinkedIn Closed User Areas - includes new guides, new webinar, handouts, and presentation materials
Certified Process Professional: http://linkd.in/CertifiedProcessProfessional
Certified Process Professional Master: http://linkd.in/jrrbnm
Latest Popular Discussions:
How many processes are there in one company?
This may sound like a stupid question.... Thomas Olbrich
http://linkd.in/kWbuSW
Food for thought part 2: Dutch Railroad Company (NS) announced that they will stop selling the paper ticket
At the moment Dutch public transportation.. Saudia Mohamed
http://linkd.in/kwdDPy
Can Outside-In Really Work in Heavily Regulated Industries?
A new study by McKinsey & Company... Michael Adcock
http://linkd.in/mEYzzZ
RE-ATTEND TRAINING FOR FREE
Do remember you can attend CPP12 refreshers at any of the upcoming business process professional
programme at www.bp2010.com (now on ALL continents).
If you wish to progress to CPP Master (CPP Level 345) there's also a special discount knocking 100% off all CPP12 sessions
Contact our Sales Team on +44 2081 333 509, or email them on
csa@bpgroup.org
Ciao,
Steve
Fourteen in 3 months:
Upcoming Certified Process Professional & CPP Masters programme (www.bp2010.com)
*** AUSTRALIA ***
Sydney, Australia - Coach, Steve Towers July 4-8
Brisbane, Australia - Coach, David Mottershead July 25-29
Perth, Australia - Coach, David Mottershead Aug 8-12
*** INDIA ***
Delhi - Coach, Steve Towers July 18-19
Mumbai - Coach, Steve Towers Jul 21-22
Bangalore - Coach, Steve Towers Jul 25-26
*** NORTH AMERICA ***
Denver - Coach, Steve Towers Aug 22-26
San Francisco - Coach, Charles Bennett Aug 22-26
Boston - Coach, Charles Bennett Aug 29-Sep 2
*** EUROPE ***
Riga,
Stockholm, Sweden - Coach, Martina Beck-Friis Sep 5-9
Helsinki, Finland - Coach, Janne Ohtonen Sep 8-9
Tallinn, - Coach, Janne Ohtonen Sep 12-13
London, UK - Coach, Steve Towers Sep 19-23
BPGroup New Update - April 2011
Videos - Whitepapers - FREE resources - Global Thought Leaders ... and much more
> Apple - another record busting quarter
> Have your Enterprise BPM, BPM, Lean and/or Six Sigma projects delivered their expected outcomes?
> Process Governance - the CEMMethod ORCA framework
> Is it ever correct to ignore a customer, even if he/she is rude and irate?
> Management Guru's - a quick guide with audio and scripts
> Are we as Customer Centric as we think?
> VIDEO interview - Outside-In
> Whitepaper: Executives Guide - Creating Happy Customers
BPGroup (est 1992. 50,000+ members - 6,500+ on LinkedIn est. Oct 2008.)
Reflecting the growth and interest in all things process
The BP Group are Sponsors of the Business Process Professional® pathway
- http://www.businessprocessprofessional.com
** VIDEO **
Janne Ohtonen (Affecto University, Finland) interviews Steve Towers
http://linkd.in/OutsideInTheInterview
** Top DISCUSSIONS **
Have your Enterprise BPM, BPM, Lean and/or Six Sigma projects delivered their expected outcomes?
David Mottershead | http://linkd.in/LeanSixSigmaBPM
Process Governance - the CEMMethod ORCA framework
BP Group | http://bit.ly/BPG_ORCA_2011
Is it ever correct to ignore a customer, even if he/she is rude and irate?
Jennifer van Wyk | http://linkd.in/IgnoreCustomers
Management Guru's - a quick guide with audio and scripts
BP Group | http://linkd.in/ManagementGurus
Operational KPIs or Strategic KPIs? Which should be adopted to achieve An Organization's Objectives?
Saif Gharaybeh | http://linkd.in/Operational_KPIs
Are we as Customer Centric as we think?
Martina Beck-Friis | http://linkd.in/CustomerCentric
** Whitepaper **
Executives Guide - Creating Happy Customers. | David Mottershead
- http://linkd.in/OI_Customers
** 2011 GLOBAL Certification & Training programme**
* NEW GEO REGISTRATION SYSTEM *
- http://www.bp2010.com
Cheers, Steve Towers, BP Group Founder
BIG thanks to the BP Group Advisors, Managers & Sundowner Directors including:
John Corr | Sunil Dutt Jha | Charles Bennett | David Mottershead | Martina Beck-Friss |
Erika Westbay | Janne Ohtonen | Nick Harvard | Stephane Haelterman | Paul Bailey |
Mark Barnett | Steve Melville | Stephen Nicholson | Marjolein Towler | Jennifer van Wyk (South Africa) |
See them at http://www.oibpm.com |
> Apple - another record busting quarter
> Have your Enterprise BPM, BPM, Lean and/or Six Sigma projects delivered their expected outcomes?
> Process Governance - the CEMMethod ORCA framework
> Is it ever correct to ignore a customer, even if he/she is rude and irate?
> Management Guru's - a quick guide with audio and scripts
> Are we as Customer Centric as we think?
> VIDEO interview - Outside-In
> Whitepaper: Executives Guide - Creating Happy Customers
BPGroup (est 1992. 50,000+ members - 6,500+ on LinkedIn est. Oct 2008.)
Reflecting the growth and interest in all things process
The BP Group are Sponsors of the Business Process Professional® pathway
- http://www.businessprocessprofessional.com
** VIDEO **
Janne Ohtonen (Affecto University, Finland) interviews Steve Towers
http://linkd.in/OutsideInTheInterview
** Top DISCUSSIONS **
Have your Enterprise BPM, BPM, Lean and/or Six Sigma projects delivered their expected outcomes?
David Mottershead | http://linkd.in/LeanSixSigmaBPM
Process Governance - the CEMMethod ORCA framework
BP Group | http://bit.ly/BPG_ORCA_2011
Is it ever correct to ignore a customer, even if he/she is rude and irate?
Jennifer van Wyk | http://linkd.in/IgnoreCustomers
Management Guru's - a quick guide with audio and scripts
BP Group | http://linkd.in/ManagementGurus
Operational KPIs or Strategic KPIs? Which should be adopted to achieve An Organization's Objectives?
Saif Gharaybeh | http://linkd.in/Operational_KPIs
Are we as Customer Centric as we think?
Martina Beck-Friis | http://linkd.in/CustomerCentric
** Whitepaper **
Executives Guide - Creating Happy Customers. | David Mottershead
- http://linkd.in/OI_Customers
** 2011 GLOBAL Certification & Training programme**
* NEW GEO REGISTRATION SYSTEM *
- http://www.bp2010.com
Cheers, Steve Towers, BP Group Founder
BIG thanks to the BP Group Advisors, Managers & Sundowner Directors including:
John Corr | Sunil Dutt Jha | Charles Bennett | David Mottershead | Martina Beck-Friss |
Erika Westbay | Janne Ohtonen | Nick Harvard | Stephane Haelterman | Paul Bailey |
Mark Barnett | Steve Melville | Stephen Nicholson | Marjolein Towler | Jennifer van Wyk (South Africa) |
See them at http://www.oibpm.com |
© MMXI BP Group.org New Bond House, 124 New Bond Street, London W1S 1DX |
Join Martina Beck-Friis for the next Certified Process Professional & Master® Class in Oslo 9-13 May, and Copenhagen 23-27 May
BP Group Update - 18th Annual Conference arrives in London and some!
Newsletter | Sales Outside-In | What is End to End? | Dumb Stuff | CaseStudy |
18th Annual Conference! | New Classes & Registration System |
BPGroup (est 1992. 46,000+ members - 6,000+ on LinkedIn est. Oct 2008.)
Reflecting the growth and interest in all things process
The BP Group are Sponsors of the Business Process Professional® pathway
- http://www.businessprocessprofessional.com
** Article **
Outside-In Sales by Jay Dodkins
- http://bit.ly/SalesOutsideIn
BP Group 18th Annual CONFERENCE Heads-up | Book your diary in London, April 4-8
Awards, Casestudies and networking
- http://bit.ly/BPG18_UK
** Top DISSCUSSIONS **
What do we mean when we say End to End?
- http://linkd.in/End2EndOutsideIn
Why do organisations insist on doing dumb stuff?
- http://linkd.in/frHg1o
Visit the Managers Favourites
- http://linkd.in/ek2sQt
Are corporate silo's like castles?
- http://linkd.in/ProcessSilos (Karl Walter Keirstead)
Outside-in at Trader Joes
- http://linkd.in/ProcessTraderJoes (thanks to Patrick Ryder)
** 2011 Certification & Training programme**
* NEW GEO REGISTRATION SYSTEM *
- http://www.bp2010.com
Cheers, Steve Towers, BP Group Founder
BIG thanks to the BP Group Advisors, Managers & Sundowner Directors including:
John Corr | Sunil Dutt Jha | Charles Bennett | David Mottershead | Martina Beck-Friss |
Erika Westbay | Janne Ohtonen | Nick Harvard | Stephane Haelterman | Paul Bailey |
Mark Barnett | Steve Melville | Stephen Nicholson | Marjolein Towler | Jennifer van Wyk (South Africa) |
See them at http:://www.oibpm.com |
18th Annual Conference! | New Classes & Registration System |
BPGroup (est 1992. 46,000+ members - 6,000+ on LinkedIn est. Oct 2008.)
Reflecting the growth and interest in all things process
The BP Group are Sponsors of the Business Process Professional® pathway
- http://www.businessprocessprofessional.com
** Article **
Outside-In Sales by Jay Dodkins
- http://bit.ly/SalesOutsideIn
BP Group 18th Annual CONFERENCE Heads-up | Book your diary in London, April 4-8
Awards, Casestudies and networking
- http://bit.ly/BPG18_UK
** Top DISSCUSSIONS **
What do we mean when we say End to End?
- http://linkd.in/End2EndOutsideIn
Why do organisations insist on doing dumb stuff?
- http://linkd.in/frHg1o
Visit the Managers Favourites
- http://linkd.in/ek2sQt
Are corporate silo's like castles?
- http://linkd.in/ProcessSilos (Karl Walter Keirstead)
Outside-in at Trader Joes
- http://linkd.in/ProcessTraderJoes (thanks to Patrick Ryder)
** 2011 Certification & Training programme**
* NEW GEO REGISTRATION SYSTEM *
- http://www.bp2010.com
Cheers, Steve Towers, BP Group Founder
BIG thanks to the BP Group Advisors, Managers & Sundowner Directors including:
John Corr | Sunil Dutt Jha | Charles Bennett | David Mottershead | Martina Beck-Friss |
Erika Westbay | Janne Ohtonen | Nick Harvard | Stephane Haelterman | Paul Bailey |
Mark Barnett | Steve Melville | Stephen Nicholson | Marjolein Towler | Jennifer van Wyk (South Africa) |
See them at http:://www.oibpm.com |
How can I help myself and the organisation succeed in 2011?
Our BPGroup research and practice in some of the world’s most successful companies, and the set of approaches within the coaching programme (see http://www.bp2010.com), helps get to this new place of understanding and action.
Essentially the Outside-In logic works as follows:
1. The only reason our organisations exist is to provide service or product for a customer.
2. What we deliver to customers can be articulated as Successful Customer Outcomes (SCO’s)
3. These SCO’s are very specific and can be measured (KPI’s)
4. Linking everything to meeting and surpassing these KPI’s (the achievement of SCO’s) aligns our organisation for success.
Discussion points that arise include:
A denial of (1).
Some traditional higher-ups may argue that we exist to make money for the shareholders/ensure we meet regulatory requirements/etc. etc. Great we say – and how do you do that – only by doing (1) successfully!
But what about strategy – all that vision, mission stuff?
Well yes ‘what about strategy’? The achievement of 1-4 is in fact living breathing strategic execution. Not those ‘tablets of stone’ and the cascade down into the organizations, filtering as we go into our own silo thinking. We specifically begin to work across everything, everywhere to understand SCO’s and then set about meeting them.
‘So what’ some might say. Well when you think about it the only way we can do 1-4 is through our processes. Asking questions like ‘how aligned are we now to achieving SCO’s?’ – What proportion of what we do is explicitly linked with achieving the SCO’s. On that last one we see an alarming 50-70% of what currently happens is NOT aligned. And therein is a massive opportunity.
By stopping the ‘dumb stuff’ and realigning we win the triple crown – that is to simultaneously reduce costs, improve revenue and enhance service.
This is where we talk about Customer Expectation Management, or ‘Management by Expectation’. By truly understanding customers needs (not just their wants) we can easily articulate SCO’s and ensure we meet them every time, without exception. Then we actually begin to reform and create new expectations (lifting the competitive bar) and in doing so develop whole new strategies that seem heretic to the inside-out silo based thinking of the past.
And the great news for you and I is that the only way we can do this is through enterprise process management! After all every bit of work our organisations do is simply that – a process.
We have lots of this ‘hands-on’ material that we use in our sessions, and supporting resources and slide shows for your use in the business subsequently. We are really looking forward to sharing this and helping you move the understanding to a completely new level so that everyone in the organisation, not just senior management, sees and feels the linkage between thinking about what we should do and how we actually get it done.
I hope that helps get you started on the journey and look forward to meeting with you very soon,
Kind Regards
Steve
Essentially the Outside-In logic works as follows:
1. The only reason our organisations exist is to provide service or product for a customer.
2. What we deliver to customers can be articulated as Successful Customer Outcomes (SCO’s)
3. These SCO’s are very specific and can be measured (KPI’s)
4. Linking everything to meeting and surpassing these KPI’s (the achievement of SCO’s) aligns our organisation for success.
Discussion points that arise include:
A denial of (1).
Some traditional higher-ups may argue that we exist to make money for the shareholders/ensure we meet regulatory requirements/etc. etc. Great we say – and how do you do that – only by doing (1) successfully!
But what about strategy – all that vision, mission stuff?
Well yes ‘what about strategy’? The achievement of 1-4 is in fact living breathing strategic execution. Not those ‘tablets of stone’ and the cascade down into the organizations, filtering as we go into our own silo thinking. We specifically begin to work across everything, everywhere to understand SCO’s and then set about meeting them.
‘So what’ some might say. Well when you think about it the only way we can do 1-4 is through our processes. Asking questions like ‘how aligned are we now to achieving SCO’s?’ – What proportion of what we do is explicitly linked with achieving the SCO’s. On that last one we see an alarming 50-70% of what currently happens is NOT aligned. And therein is a massive opportunity.
By stopping the ‘dumb stuff’ and realigning we win the triple crown – that is to simultaneously reduce costs, improve revenue and enhance service.
This is where we talk about Customer Expectation Management, or ‘Management by Expectation’. By truly understanding customers needs (not just their wants) we can easily articulate SCO’s and ensure we meet them every time, without exception. Then we actually begin to reform and create new expectations (lifting the competitive bar) and in doing so develop whole new strategies that seem heretic to the inside-out silo based thinking of the past.
And the great news for you and I is that the only way we can do this is through enterprise process management! After all every bit of work our organisations do is simply that – a process.
We have lots of this ‘hands-on’ material that we use in our sessions, and supporting resources and slide shows for your use in the business subsequently. We are really looking forward to sharing this and helping you move the understanding to a completely new level so that everyone in the organisation, not just senior management, sees and feels the linkage between thinking about what we should do and how we actually get it done.
I hope that helps get you started on the journey and look forward to meeting with you very soon,
Kind Regards
Steve
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