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 Idea behind the workshop
“The next ten years will be critical to the success of your business. How prepared are you? Are you aware of the latest advances in identifying, defining and implementing change that can impact your organisation almost immediately, even if you have already ‘optimised’ many times over?”

Approaches to applying change in organisations are progressing very rapidly and with good reason. Many of the existing methods still being applied either do not give the necessary insight to maximise impact, or simply take too long to apply to be effective in a changing world. Advanced BPM is a powerfully innovative and practical approach (i.e. rapid to apply) that builds on previous generation methods to dramatically improve existing business processes and create new ones that impact business performance under every definition. Most organisations are sitting on efficiency and cost reduction opportunities that previous generation approaches never identify. In addition, the ability to innovate and create revenue and service opportunities are usually looked at as separate initiatives. Why should they be? They are all part of Advanced BPM - the latest change methods designed better support operations, customer centric change, governance and strategy than anything that gone previously.
 Challenges necessitating the emergence of Advanced BPM
Everything an organisation does is now the focus of Advanced Business Process Management. Variation is inherent in almost everything we do and even with change this variation does and should still exist. The change challenges companies face all link back to their process agenda - we have to update our approaches if our enterprises are going to continue thrive:
Operational Challenges
Driving a Customer Centric Strategy
Linking change back to overall Business Performance
  • Operations, structures and business process flows are often way too complex, creating unnecessary and difficult to identify non-contributory costs and significantly increased potential for failure.
  • The process of change is too complex, relying on the application of complex algorithms to large volumes of data. As obvious improvements are delivered, staying with these existing approaches means new improvements often only produce diminishing returns.
  • Even in 2013 more than 50% of change projects still under-perform and do not achieve the desired outcome.
  • There are so many alternative methods to drive change out there, it is difficult to select which makes most sense for your business.
  • Governance is difficult because companies are using the wrong approaches and measures which slows agility and means useful insight is often never attained. This directly impacts the cost base and forward potential for failure.
  • Competition is fierce, global and increasing. The focus on cheaper, better, faster is not enough to dominate a market. Innovation has to be continuous but it needs to be across the domain of the entire company, not with just the specialised few.
  • Customers have realised their right to exercise choice. They realise they have the right to alternatives and they frequently exercise those rights.
  • Customers have high expectations, they will continue to demand more and unless that demand is met, they will go elsewhere. Delivering to those demands that have the most impact on customer experience is more profitable. The question is, how can the company connect to the customer experience when traditional Voice of Customer approaches only uncover 60% of the real opportunity.
  • Customers often have a better view of the overall customer experience than the company that still operates with a largely silo driven focus. If the silos and traditional structures are still going to be around for the foreseeable future, how do we ensure the enterprise drives the customer experience to ensure they keep coming back?
  • Companies fundamentally believe they offer superior products and services but still struggle to make the returns they believe possible. How do we change that?
  • Companies strive to be market leaders, and they believe they have the capabilities to be a market leader, but internal issues prevent them from getting there.
  • Too many enterprises believe it is difficult to markedly reduce costs without negatively impacting service levels. How do you change that perception and do so quickly?
  • The global recession has impacted the overall business climate and many companies believe their performance won’t markedly improve until the business environment improves. How do you need to think about your business so that you have the potential to join those special few who thrive – recession or no recession.
Advanced BPM utilises the latest customer centric methodologies to deliver a change strategy that is in line with the organisation’s performance requirements and the challenges of the times. Our change model is all about moving from delivering “capability” to delivering “value” - empowering the appointed change agents with the thinking, tools and techniques that can be immediately utilised in their organisation. It provides a map that guides them every step of the way to identify customer outcome and change opportunities that can then implemented in a structured and risk mitigated fashion.
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Advanced BPM

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