Process Deviance: Process Improvement from within
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This document discusses the concept of positive deviance and using evidence-driven processes to find success within one's own organization. Positive deviance refers to practices that show better performance under the same conditions as comparable practices. The document advocates shifting from "fixing errors" to "rewarding and learning from the best." It provides an example of how positive deviance was used in bakeries to identify higher performing stores and determine root causes of their success that could be applied elsewhere, such as creative deviations from standardized processes. The document encourages organizations to identify their own positive deviants to drive process innovation from within.
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![The Difference?
Processperofrmance[in%]
Cumulative number of store processes
Bottom
10%
Top
10%
25%
Percentile
50%
Percentile
75%
Percentile
Improving 10% Improving 90%](https://image.slidesharecdn.com/2014ebpmrtpositivedeviance-140517032043-phpapp02/85/Process-Deviance-Process-Improvement-from-within-9-320.jpg)
Process Deviance: Process Improvement from within
- 1. Positive Deviance in Evidence- driven Process Improvement: Or, how to find success in your own company. Professor Dr Jan Recker Woolworths Chair of Retail Innovation Information Systems School, Queensland University of Technology
- 3. What percentage of your BPM decisions are evidence-based?
- 4. Evidence-driven BPM in action: Positive Deviance in Bakeries “Where in our company is innovation and success already happening?
- 5. Novel Perspective: Positive Deviance a practice that stands out from a pool of comparable practices as it shows better performance under the same environmental conditions. A shift in management thinking, from “fixing errors” to “rewarding and learning from the best”
- 6. Who is truly successful? Why are they truly successful? Which true root causes can we insert elsewhere to improve all processes? Rigorous scientific principles Average Positive Deviant Positive Deviant Positive Deviant Positive Deviant Positive Deviant Positive Deviant Positive Deviant Customer penetration Bakerysalesperformance
- 8. Quality Empirical Evidence “It’s not necessarily the process.” everyone follows the same process model “It’s not the competition.” process performance independent from local context Clever use of mark-downs, baking scheduling Individual motivation an the willingness to ‘do something extra’ Bakery teams discussing ideas with Produce, Meat, Seafood etc. Culture: collaboration and communication between departments Teams finding their own solutions for products, display and service; Creativity and Intention to deviate from standardized process where “not required”
- 9. The Difference? Processperofrmance[in%] Cumulative number of store processes Bottom 10% Top 10% 25% Percentile 50% Percentile 75% Percentile Improving 10% Improving 90%
- 10. The Question: Who is your Positive Deviant? ‐ Managers of stores ‐ Teachers at high schools ‐ Academics at universities ‐ Red cross blood donors ‐ Franchisees at Pizza Capers, Subway and McDonalds ‐ … ‐ And in your organization?
- 11. • Process Innovation requires evidence- based decisions – Do you use it? • Research-as-a-Service assists BPM – Do you have access to it? • Positive Deviance can innovate from within – Do you find it? Recap: Takeaways
- 12. Prof. Jan Recker, PhD Woolworths Chair of Retail Innovation Information Systems School Science and Engineering Faculty Queensland University of Technology email j.recker@qut.edu.au web www.janrecker.com twitter janrecker