2012-04 Designing a Company with Process Orientation in its DNA
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The document presents a framework by Kevin Riley for designing a process-oriented company, focusing on integrating business and operating models to enhance customer experience and decision-making. It outlines three main parts: value chain architecting, customer experience blueprinting, and decision-driven organization design. Key strategies include defining value chains, aligning processes with customer needs, and establishing organizational structures that facilitate effective decision-making.
2012-04 Designing a Company with Process Orientation in its DNA
- 1. Designing a Company with Process Orientation in its DNA a presentation by Kevin Riley for the BPM Summit April 14, 2012
- 2. Agenda Part 1. Value Chain Architecting Learn how GuideWell bridged its business and operating models to identify critical capabilities Part 2. Customer Experience Blueprinting Learn how GuideWell drives customer intimate product design through customer service blueprinting Part 3. Decision Driven Organization Design Learn how GuideWell is creating a better operating company through decision driven organization design 2
- 3. Bridging: What is GuideWell? 3
- 4. Building from scratch … the right way 1. Create a value chain SIPOC 2. Map customer to business processes 3. Identify organizational roles 4. Design the operating model 5. Define a business maturity plan 4
- 5. Part 1. Business Value Chain Define your Value Chain first – center on where business value must be created and for whom it matters 5
- 6. A Customer Intimate Company We wanted to build a truly customer intimate company that would allow us to: ENGAGE: Establish a position of value with the consumer. INFORM: Increase the company’s understanding of the consumer. ENRICH: Market solutions based on that understanding. RETAIN: Maintain the value exchange with the consumer over time. 6
- 7. Create your Operating Model SIPOC 7
- 8. Part 2. Service Blueprinting Don’t define your processes for your customer, let your customer’s needs define your processes 8
- 9. Service Blueprint Components Physical Evidence Customer Actions Line of Interaction On-stage Contact Employee/System Actions Line of Visibility Back-stage Contact Employee/System Actions Line of Internal Interaction Support Processes 9
- 10. Part 3. Decision Driven Organization Design Even start ups need the discipline of process 10
- 11. The Process Oriented Organization
- 12. Align for Operational Interconnectivity Create the ability to determine the health of the organization, identify areas for improvement, and quickly create tactics for optimal performance This is manifested as • Operational Reporting • Performance (Financial) • Reporting Governance Reporting 12
- 13. The Decision-Driven Organization 6 Steps to Decision-Driven Organization 1. Identify key decisions 2. Determine where decisions should happen 3. Organize RAPID* roles 4. Determine decision authority 5. Align org chart to decision making 6. Help team make and execute decisions *(Recommend, Agree, Perform, Input and Decide) 13
Editor's Notes
- #3: KEVIN