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Upcoming
Webinars
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Fri, May 31, 2013
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| Mon, May 27, 2013 |
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Why is this workshop important? |
Does the following strike a chord? Let’s consider the following all too common scenario –
“As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most
obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure and optimise
therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we
do next?” |
| Why are there still massive opportunities to improve business performance in companies that have been through many previous rounds of restructure and traditional optimisation? |
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Although now starting to change, most companies have not yet
appreciated that the business world is going through the greatest reorganisation since the industrial revolution,
therefore not changing their approach to change, making the mistake that the approaches that served them so well in the
last years will endure.
The information age which started in the second half of the 20th Century is quickly morphing into the customer age with massive
implications – opportunities for those who address but significant issue for those who fail to react quickly enough. There
are many case studies which illustrate where this is happening. |
| Change in Customer Behaviour |
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The customer base whether it be the corporate or the individual consumer now has access to choice at unprecedented levels. We can obtain information or advice on almost anything at the press of a button and whereas we used to be restricted to either what or where we buy, the world has become a global supermarket for pretty well every product or service available. Economic globalisation has compounded the problem as trade barriers between nations and regions are effectively dismantled. In some industries supply effectively exceeds demand with the only apparent differentiator being price. The view that customer focus should be packing in as much of what a customer wants into a product/service without killing the cost base is fortunately a complete fallacy. The companies who align their structures, processes and capability most closely to what the customer actually needs (not “wants” – discussed later) are likely to sell more than their competitors. Customers are becoming more informed about alternative options. They are more likely to change allegiance. They are more likely to rebel if they don’t get what they perceive they want/need. This applies to all industries whether we are selling insurance products or building submarines. |
| Pace of Change in Producing New Capability |
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The pace of change and accelerated technology advances means new products/services or variants are being produced increasingly quicker as most companies try to compete in this new but constantly evolving landscape. We observe this every day and its placing a huge pressure on our organisations. This increased capability/reduced price and reduced time to market is now a factor in virtually every one of our industries. We have to compete, because if we don’t then the customer base will quickly find those organisations that can and they will stop buying. Most companies address this by using traditional techniques to produce better/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only they could look at their business through a different “set of glasses”. |
| Our Company Structures |
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Most companies have a functional structure with “division of labour” fundamental that has changed little since the industrial revolution. Functional silos grow and change over time to address the demands placed on them within the company. The original consequence of ‘labour division’ was a 240 times productivity improvement. The fundamentals of company structure still exist largely unchanged today and have now become the biggest reason why companies are underperforming or failing.
98% of the workforce of most organisations have either no contact with the customer or have only a limited understanding of the customer, their drivers and what he/she really needs. Under the existing division of labour principles, why should they? They have to do a job within the company and either answer to or deliver something to somebody else within the company – the concept of “the internal customer”. Over time the demands on the functional silos change – this may be to improve quality, reduce defects or improve a service to what the internal customer states is required. Because 98% of the workforce are divorced from the customer base then the only measures of success that can be used is the requirements for improvement as defined internally.
Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out” thinking looking at process change in the traditional domain. Companies traditionally have tried to combat this by using “voice of the customer” and other techniques which leave only very limited insight – the problem for the 98% of us focussing on the internal customer we simply are just not aware what is missing!!
Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or please the people we are answerable to – the internal customer then we are doing lots of things that do not contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s inefficiency that none of the existing performance improvement methodologies have been able to identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply not contributing to what the customer needs adding complexity, cost and ultimately service. |
| What is Outside-In Enterprise BPM? |
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Outside-In is a method of managing an organisation by delivering Successful Customer Outcomes. An Outside-In company is seeking to align every aspect of their company to the achievement of a Successful Customer Outcome. Achieve this and the misalignments described above disappear.
The Successful Customer Outcome Framework contains the SCO’s that a company chooses to deliver to its customers. There may be other SCOs identified that the company may choose not to deliver for many reasons.
The process of understanding and delivering to the SCO framework underpinned by an alignment of every aspect of the company to its achievement defines a future state that the organisation can move to in under a year if it so desires. |
| Examples of Companies who have adopted Outside-In thinking |
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Companies such as Apple, Virgin, SouthWest Airlines, Best Buy, Hallmark Cards are examples of companies who have adopted OI thinking and risen to the top of their respective markets.
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What you receive |
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Exploit process management for triple crown* benefits with sustained high performance |
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Develop performance metrics for end-to-end processes |
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Link processes to enterprise business goal |
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Coach and align people for performance and process management |
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Realign people systems for a process environment |
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Achieve the tactical and strategic payoffs of process |
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*triple crown = enhancing customer service, reducing costs and enhancing revenue concurrently |
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What you get |
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Hands-on instructor-led WORKSHOP by world recognized Coach |
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All Materials electronically (for your own internal use) and online support |
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Certification as a Certified Process Professional (CPP) Levels 1 and 2 (practitioner and professional) |
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SIX Practical toolkits to use and takeaway immediately |
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Membership in the worlds premier Process & Professional business club |
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Unique one to one telephone support (dedicated telephone number) |
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Simply the most ADVANCED TECHNIQUE for process improvement; typically producing extraordinary improvement results on processes in LESS THAN 90 DAYS |
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Follow Us
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Sales — USA:+1 732 917 0623 UK:+44 121 288 4507 Australia:+61 3 9016 0205
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