| Date | Location | CPP Level | |||||
| Feb 3 | WEBINAR | X | X | X | X | X - 40 | |
| Jan 31-Feb 4 | BRISBANE IN SESSION | 1 | 2 | 3 | 4 | 5 | |
| Feb 3-4 | Stockholm - IN SESSION | 1 | 2 | 3 | 4 | 5 | |
| Feb 7-11 | SWEDEN MASTERS - closing | 1 | 2 | 3 | 4 | 5 | |
| Feb 14-15 | Perth, AUS - closing | 1 | 2 | 3 | 4 | 5 | |
| Feb 16-18 | PERTH MASTERS - closing | 1 | 2 | 3 | 4 | 5 | |
| Feb-March | USA PROFESSIONALS - SIX CITIES | 1 | 2 | 3 | 4 | 5 | |
| Feb 28-Mar 1 | Melbourne, AUS | 1 | 2 | 3 | 4 | 5 | |
| Feb 28-Mar 1 | Chicago, USA | 1 | 2 | 3 | 4 | 5 | |
| Mar 3-4 | Orlando, USA | 1 | 2 | 3 | 4 | 5 | |
| Mar 2-4 | MELBOURNE MASTERS, AUS | 1 | 2 | 3 | 4 | 5 | |
| Mar 7-8 | San Francisco, USA | 1 | 2 | 3 | 4 | 5 | |
| Mar 7-8 | Joberg, SOUTH AFRICA | 1 | 2 | 3 | 4 | 5 | |
| Mar 7-8 | Wellington, NZ | 1 | 2 | 3 | 4 | 5 | |
| Mar 9-11 | WELLINGTON MASTERS, NZ | 1 | 2 | 3 | 4 | 5 | |
| Mar 10-11 | San Diego, USA | 1 | 2 | 3 | 4 | 5 | |
| Mar 10-11 | Cape Town, SOUTH AFRICA | 1 | 2 | 3 | 4 | 5 | |
| Mar 14-17 | Cape Town MASTERS, RSA | 1 | 2 | 3 | 4 | 5 | |
| Mar 21-22 | Buenos Aires, ARGENTINA | 1 | 2 | 3 | 4 | 5 | |
| Mar 24-25 | Sao Paulo, BRAZIL | 1 | 2 | 3 | 4 | 5 | |
| Mar 21-22 | Singapore | 1 | 2 | 3 | 4 | 5 | |
| Mar 23-25 | SINGAPORE MASTERS | 1 | 2 | 3 | 4 | 5 | |
| Mar 28-29 | Zurich, SWITZERLAND | 1 | 2 | 3 | 4 | 5 | |
| Mar 31-Apr 1 | Munich, GERMANY | 1 | 2 | 3 | 4 | 5 | |
| Apr 2-3 | Riyadh, SAUDI ARABIA | 1 | 2 | 3 | 4 | 5 | |
| Apr 4-6 | RIYADH MASTERS | 1 | 2 | 3 | 4 | 5 | |
| Apr 4-8 | * PROFIT THRU PROCESS * | X | X | X | X | X | |
| Apr 10-11 | Dubai, UAE | 1 | 2 | 3 | 4 | 5 | |
| Apr 12-14 | DUBAI MASTERS | 1 | 2 | 3 | 4 | 5 | |
| May 9-13 | LONDON PRO & MASTERS | 1 | 2 | 3 | 4 | 5 | |
| May 9-13 | BRISBANE PRO & MASTERS | 1 | 2 | 3 | 4 | 5 | |
| May 16-18 | Sydney, AUS | 1 | 2 | 3 | 4 | 5 | |
| May 19-20 | SYDNEY MASTERS | 1 | 1 | 2 | 4 | 5 | |
| May 30-31 | Melbourne, AUS | 1 | 2 | 3 | 4 | 5 | |
| Jun 1 - 3 | MELBOURNE MASTERS | 1 | 2 | 3 | 4 | 5 | |
| Jun 13-17 | AMSTERDAM PRO & MASTERS | 1 | 2 | 3 | 4 | 5 | |
| Jun 27-28 | Joberg, SOUTH AFRICA | 1 | 2 | 3 | 4 | 5 | |
| Jun 29-Jul 1 | Joberg SOUTH AFRICA MASTERS | 1 | 2 | 3 | 4 | 5 | |
| BY REQUEST | IN-HOUSE ( brochure) | 1 | 2 | 3 | 4 | 5 | |
Certified Process Professional - New cities - 40 sessions in 3 months!
Buzz from Orlando: State of the Industry
| Charles Bennett from the BPGroups 18th Annual Conference in Orlando in January 2011. |
Do we want best practice or next practice? That was the question posed by Charles Bennett, SVP with the non profit BP Group, on the opening day of IQPC’s Profit through Process Summit.
“Most of our organizations, most of our economies, are under greater stress than ever before,” said Bennett in his opening State of the Industry address. “That’s not going to go away...it’s only going to increase.”
How companies learn to deal with the pace of accelerated change will determine the winners and losers of tomorrow, he said. Just catching up with what everyone else is doing means that “we’re as good as the people acknowledged to be the top.
But will that be good enough?
There are three key areas, according to Bennett, that businesses need to take a careful look at in order to get ahead of the competition: corporate structures, the customer, and process improvement tools.
Corporate structures are too old, too complex
Bennett argues that misalignment in today’s corporate structures are negatively impacting the bottom, claiming “that around 95% of our organizations are probably sitting on about 25-50% redundant cost and untapped business opportunity.”
Many of today’s companies are complex and that makes them slow to respond and the rapid change that we have been seeing in recent years. “The biggest enemy of changing thinking is complexity”, Bennett said, reciting Edward de Bono.
“Most of our organizations, most of our economies, are under greater stress than ever before,” said Bennett in his opening State of the Industry address. “That’s not going to go away...it’s only going to increase.”
How companies learn to deal with the pace of accelerated change will determine the winners and losers of tomorrow, he said. Just catching up with what everyone else is doing means that “we’re as good as the people acknowledged to be the top.
But will that be good enough?
There are three key areas, according to Bennett, that businesses need to take a careful look at in order to get ahead of the competition: corporate structures, the customer, and process improvement tools.
Corporate structures are too old, too complex
Bennett argues that misalignment in today’s corporate structures are negatively impacting the bottom, claiming “that around 95% of our organizations are probably sitting on about 25-50% redundant cost and untapped business opportunity.”
Many of today’s companies are complex and that makes them slow to respond and the rapid change that we have been seeing in recent years. “The biggest enemy of changing thinking is complexity”, Bennett said, reciting Edward de Bono.
Blast away those decaying structures with www.bp2010.com
BPGroup New Update - January 2011
BPGroup (est 1992. 45,000+ members | 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
News | Events | Coaching & Certification | Discussions | Conferences | BPGroup Personnel |
** News & Events**
BP Group 18th Annual CONFERENCE NEXT WEEK | Orlando Jan 17-21, 2010
- http://bit.ly/BPGroupUR18
The CEMMethod® WEBINAR with Martina Beck-Friis (CPP Master®) Part Three
(Missed the first two? sign-up and access those also!)
- http://bit.ly/CEMMOverview
The BPGroup is now an Open forum on LinkedIn :-)
The specialist subgroups however remain Closed and you can review those by clicking 'More'
on the top tab and selecting'subgroups'. Incisive commentary and discussions designed for you.
Enterprise Architecture CONNECTIONS subgroup exceeds 450 members in six months
Meet and share with the Group Manager, Steve Melville (Oracle IT Director) in Orlando!
- http://linkd.in/EAandProcess
** Top DISSCUSSIONS **
Review the 'Managers faves' at http://linkd.in/hCggGs
** New Articles **
The Secret of the 21st leading companies
http://www.successfulcustomeroutcomes.net/
** 2011 Certification & Training programme**
- 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 | Erika Westbay | Janne Ohtonen | Nick Harvard | Stephane Haelterman | Paul Bailey | Martina Beck-Friss | Mark Barnett | Steve Melville | Stephen Nicholson | Marjolein Towler | Jennifer van Wyk (South Africa) | See them at http:://www.oibpm.com |
Reflecting the growth and interest in all things process
The BP Group are Sponsors of the Business Process Professional® pathway - http://www.businessprocessprofessional.com
News | Events | Coaching & Certification | Discussions | Conferences | BPGroup Personnel |
** News & Events**
BP Group 18th Annual CONFERENCE NEXT WEEK | Orlando Jan 17-21, 2010
- http://bit.ly/BPGroupUR18
The CEMMethod® WEBINAR with Martina Beck-Friis (CPP Master®) Part Three
(Missed the first two? sign-up and access those also!)
- http://bit.ly/CEMMOverview
The BPGroup is now an Open forum on LinkedIn :-)
The specialist subgroups however remain Closed and you can review those by clicking 'More'
on the top tab and selecting'subgroups'. Incisive commentary and discussions designed for you.
Enterprise Architecture CONNECTIONS subgroup exceeds 450 members in six months
Meet and share with the Group Manager, Steve Melville (Oracle IT Director) in Orlando!
- http://linkd.in/EAandProcess
** Top DISSCUSSIONS **
Review the 'Managers faves' at http://linkd.in/hCggGs
** New Articles **
The Secret of the 21st leading companies
http://www.successfulcustomeroutcomes.net/
** 2011 Certification & Training programme**
- 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 | Erika Westbay | Janne Ohtonen | Nick Harvard | Stephane Haelterman | Paul Bailey | Martina Beck-Friss | 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
Profit Through Process Week 2011
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Transcend Lean, Six Sigma and old style legacy BPM
Advancing Outside-InThe CEMMethod® is a proven, tried and tested system to evolving the organisation and its processes from 20th century ‘inside-out’ approaches such as Lean Six Sigma, BPR and TQM. Join us for an overview of the approach, led by CPP Master® from Acando Consulting in Sweden, Martina Beck-Friis. We will be sharing the steps, stages and the twenty two techniques that make the CEMMethod® the most effective approach to business transformation in the 21st century. Click your preferred link to access the webinar: If you are not in the time-zone ALL registrants will be provided access to the webinar post broadcast. We look forward to seeing you there....
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The CEMMethod® WEBINAR with Martina Beck-Friis (CPP Master®)
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BPGroup Certified Process Masters series - November > January
The global programme grows capabilities from Certified Process Practitioner® through to Certified Process Master® - review the series at http://www.bp2010.com
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