FCB Partners Course Overview: Accelerated Certification
- 1. Accelerated Certification Walter Popper and Steve Stanton May 12 - 15, 2015
- 2. 1©2015 FCB Partners. All rights reserved. Hammer Certification Process integrates work and overcomes the consequences of organizational fragmentation Delay Inefficiency Dissatisfied customers The problem is fragmentation. The challenge is integration. The approach is process and enterprise transformation. Hammer Certification provides methods, tools and skills.
- 3. 2©2015 FCB Partners. All rights reserved. Complementary Tools and Methods 2 Hammer
- 4. 3©2015 FCB Partners. All rights reserved. Accelerated Hammer Certification: When Operational Excellence Is Not Enough Day 1: Process Strategy why process management matters how to scope processes, target opportunities, charter teams Day 2: Process Design why yesterday’s work flow is becoming obsolete how to rethink assumptions, engage customers and leverage technology Day 3: Process Performance why projects over-promise and under-deliver on improvement targets how to redefine work, measures, management and accountability Day 4: Leading Enterprise Transformation why process management and improvement are not enough how to engage and enroll stakeholders from top team to front line Individual Project your near-term opportunity, defined and developed 1-1 with instructor presented for peer review and feedback during the course
- 5. 4©2015 FCB Partners. All rights reserved. Problem: Work Is Fragmented, Performance Deteriorates, Customers Suffer the Consequences OperationsSales Products Services FinanceSystems
- 6. 5©2015 FCB Partners. All rights reserved. Solution: Hammer Methodology, the Gold Standard for Performance Improvement • Develop enterprise process model • Appoint process owners and establish governance • Create Strategic Linkage: process vision and case for action • Select redesign team members • Review principles of high-performance processes • Apply patterns • Map to I/T capabilities and constraints • Build out dimensions and dependencies • Develop metric architecture • Develop business case • Gain necessary approvals • Bound and scope the process • Understand customer needs • Understand the current process • Identify weaknesses in the existing design • Set design targets • Develop roadmap • Concept test with laboratory prototype • Field test with live customers in pilots • Develop supporting infrastructure • Rollout to individual regions and units in staged releases • Institutionalize • Repeat Mobilization Redesign AdoptionDiagnosis Change Management
- 7. 6©2015 FCB Partners. All rights reserved. Process Success Factors Design needed to specify how the work is to be performed Metrics needed to assess and assure performance Infrastructure needed to support the performers in their process work Owner needed to turn the concept into reality Performers needed to ensure capable execution Requirements for improving performance
- 8. 7©2015 FCB Partners. All rights reserved. Process Design, Execution, and Improvement Cannot Be Sustained without Enterprise Changes Air Products
- 9. 8©2015 FCB Partners. All rights reserved. Enterprise Success Factors Leadership to authorize and enable the effort Governance structures to coordinate activities and resolve issues Culture a value system receptive to what process entails Expertise capability to plan and execute process transformation Requirements for sustaining results
- 10. 9©2015 FCB Partners. All rights reserved. How Enterprise Factors Work Together Leadership Culture Expertise developsshapes Governance enables informs establishes And how change leaders get top team buy-in and bottom-up adoption
- 11. 10©2015 FCB Partners. All rights reserved. Accelerated Certification, a 4-Day Program for Process Owners, Professionals, and Centers of Excellence AM: Improving Your Process – Mobilization to Implementation PM: Transforming the Enterprise – Key Success Factors Day 1 Process Strategy Why we need process excellence What’s different about process How to charter and staff a team Peer review of Individual projects Why we need transformation What is the process owner’s role How do process owners succeed Peer review of individual projects Day 2 Process Design Why IT alone is not enough What’s different in end-2-end design How to think outside the box Peer review of individual projects Why is process change not enough What’s different at an enterprise level How do organizations succeed in transformation Peer review of individual projects Day 3 Improving Performance Why implementation is difficult What’s needed for rapid adoption How staged releases build support Peer review of Individual projects Why governance, leadership and culture matter What’s needed to make governance work How to leaders shift corporate culture Peer review of individual projects Day 4 Leading Change Why do stakeholders matter so much What do great change leaders do How to avoid implementation failures Peer review of Individual projects Who are enterprise stakeholders Why rely on influence rather than authority What strengthens influence How do influencers succeed
- 12. 11©2015 FCB Partners. All rights reserved. Faculty: Walter Popper, among Michael Hammer’s Earliest Collaborators Walter Popper, a co-founder of FCB Partners, was one of Michael Hammer’s earliest collaborators in business reengineering. He is an expert on leadership, culture, and business transformation. His recent focus is process design for customer experience - bridging the gap between companies, their suppliers, and their customers. Walter has advanced degrees from the University of Massachusetts and MIT. Steve Stanton, a co-founder of FCB Partners, was the co- author, with Michael Hammer, of the Reengineering Revolution. He is one of the pioneers of reengineering and process enterprise. As a presenter at industry conferences and executive seminars, he is known for his stimulating and interactive style and pragmatic orientation. Steve has an advanced degree from Harvard Business School.
- 13. 12©2015 FCB Partners. All rights reserved. Upcoming FCB Events Title Dates Description Accelerated Certification May 12-15 (Boston) A four-day, extended hours, Hammer Certification class. This immersion program combines course work and individual projects Process Redesign May 12-15 (Boston) A comprehensive, four-day Hammer Certification class on business process redesign Implementing Innovation May 18-20 (Boston) A three-day, advanced course on building the key processes that can deliver a steady stream of breakthroughs Process Owners in Action May 18-20 (Boston) A three-day Advanced Certification class on business process management for process owners and those in similar roles Leading Transformation June 8-10 (D.C.) A three-day Hammer Certification class on process governance and based on the PEMM™ process maturity model Power of Process June 11-12 (D.C.) A two-day Hammer Certification class on process frameworks and methods
- 14. 13©2015 FCB Partners. All rights reserved. Continue the Discussion Online LinkedIn Discussion Groups 1. Process: Business Process Roundtable 2. Enterprise: Continuous Innovation 3. Individuals: Change Agents in Action
- 15. 14©2015 FCB Partners. All rights reserved. For More Information FCB Partners Lindsay Field, Program Director 617 245 0265 lfield@fcbpartners.com