Exploring The Potential Role Of Unstructured Processes
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The document explores the integration of unstructured processes and content into business process management (BPM), highlighting their importance in enhancing performance within organizations. It discusses the complexities of unstructured processes, their human elements, and how they can be effectively linked with structured processes to achieve strategic goals. The case study of SAPO illustrates methods for identifying and managing these processes, ultimately demonstrating the need for flexibility and adaptability in BPM strategies.
Exploring The Potential Role Of Unstructured Processes
- 1. Exploring the potential role of unstructured processes and content in BPM Michélle Booysen & Marietjie Lancaster Pétanque Business Specialists & SAPO www.petanque-c.com
- 2. What we are talking about Exploring the potential role of unstructured processes and content in BPM • Identifying the unstructured processes in an 1 organisation that would benefit from BPM • Recognising the benefits of including unstructured 2 content into processes • Examining how to combine unstructured and structured content to deliver performance 3 improvements
- 3. Our presentation Section 1: Section 2: Petanque The SAPO Pointers Prize! case study
- 4. Section 1: SAPO Case Study
- 5. The Pétanque – SAPO relationship
- 6. Building on results Outcomes from 2007 and 2008 provided the following benefits: Buy-in from executive level motivated further levels to embrace process as one of the tools to effectively deliver strategy Transparency and role clarity defined who does what (RACI)
- 8. Building on results Based on these benefits, VizPro® was to “tackle” unstructured processes. § GM: Communication § GM: Marketing GE Corporate Affairs EXCO CEO Board Environmental Sustainability (Planet) KPA Performance Social Sustainability § BU Heads Management (People) § Internal Stakeholders KPA § Manager Web Master Corporate Economic Sustainability Scorecard (Profit) KPA Number Of Featured KPI Stories KPI Number Of Top Stories Government Relations KPI Reputation Drivers Stakeholder Against Forum Media Tracking Objectives MI Surveys Monitor, Evaluate & External? Execute The Plan Report Performance Communication Performance Strategy Media Tracking Reports Executing the plans could Risk Action Plan be through but is not Mitigation Surveys limited to: Plan Media Events Issue Analysis Meetings / Road Management Plan Benchmark Shows Media Relation Campaigns And Stakeholder Newsletters Management Plan SM: Media § GE: BU’s Extranet § Internal Stakeholders Workshops Media Relations Training Training Plan Media BU Case Studies Communication Plans
- 9. The SAPO Case Study
- 10. BPM for SAPO... … is defining and linking and managing processes to achieve strategic goals, agreeing on what needs to be done by whom throughout the enterprise within governance, risk and performance management structures. 10
- 11. Structured versus Unstructured Structured Processes Unstructured Processes • define the step by step of what • where human interface occurs needs to be done • where “a plan needs to be • works well in IT & QMS and made” based on the Performance Measurement circumstance environments This means that unstructured processes are often incorporated into structured processes as to have It is common unstructured content cesses structured pro that contain content. unstructured
- 12. Unstructured Processes in an enterprise – Why they are important? • They deal with all sorts of realities which cannot be pre-defined effectively due to infrequent occurrence for example – Because they depend on the people who execute them, it is important to know where these processes are in the enterprise and how to resource them – What are their characteristics? • They link directly to the people who execute them • They change when people leave the position • They change when the environment changes • They link directly to customers
- 13. SAPO Structured versus Unstructured Processes A. These are structured processes, but e.g. teller personality, cultural differences, socio-economic differences require different customer approaches, resulting in unstructured processes.
- 14. What is a “branch” and the impact on processes Wupperthal
- 15. Aurora
- 16. Aurora
- 17. Hondeklipbaai
- 18. Nieuwoudtville
- 19. Canal Walk Cape Town
- 20. SAPO Structured versus Unstructured Processes In this example of Branch Management, unstructured processes are included as unstructured content in a structured process
- 21. SAPO Structured versus Unstructured Processes For armed robberies SOP: • Hospitalise the injured person • Refer affected people to trauma counseling / medical practitioners • Clean the branch • Request Authority to close branch • Arrange for employee/s substitute This however NEVER comes in a standard & structured way = Unstructured content
- 22. When the crooks enter you do NOT adhere to the process ….. you dodge the bullets ….it is NOT as if you can ask the crook if you can get up to press the panic button?!?!?!? Nor is there a policy on whom to shoot, what they may steal etc….. So SAPO has rather worked on risk managing the occurrence of such unstructured processes by mapping and implementing effective interfacing security processes!
- 23. SAPO Structured versus Unstructured Processes B. Some structured processes remain unstructured: • Has been applied over a long period of time, e.g. in Retail, which are executed in a non-consistent, non uniform, unstructured manner. • Behavioural change and compliance enforcement are needed. • Through VizPro® behavioural change has been addressed to an extent.
- 24. When unstructured cannot become structured 1. Customer interface and service that deals with emotions and capacity; 2. Trauma, e.g. armed robbery; 3. There is a need for individual interpretation of a situation. This must be supported by effective processes that provide the framework within which to execute, e.g. situation training. For example: provide the framework for roll-out through “bullet” notes that link to process steps.
- 25. Changing unstructured to structured processes An example: Investment Management – Was fragmented and not holistic with many functional areas involved and each did their own “thing” – Reasons why it needed to become structured: – time and resource usage improvement – tight risk management needed to comply to governance – There is now transparency, it is clear who does what, time frames are agreed to in SLA format, risk is known and managed – Approval reduced from 6 months to 1 month. Now complies to governance structures e.g. FPMA act.
- 27. Pointer 1 Identifying the unstructured processes in your organisation that would benefit from BPM Identify those processes where human intervention play a bigger role than what the defined process and IT direct, i.e. those processes where the people element determine the outcome.
- 28. Pointer 2 Recognising the benefits of including unstructured content into your processes • Provides end to end accountability; • Frees resources up; • Deep dives into previously identified, but non-defined processes with the benefits derived from going into the details; • Where the mapping team is diverse in background and experience – more structured process steps might be ID and buy in secured; • Processes are constantly reviewed i.t.o process enhancements;
- 29. • The process map now SHOWS duplication between structured and self proclaimed unstructured processes; • Where unstructured was changed to structured, it is the IT system that carries the transaction forward NOT the paper trail; • Benefit: cost savings and better use of resources; • Some processes will always be inefficient i.e. armed robberies, burglaries, losses, damages etc.
- 30. Pointer 3 How to combine unstructured and structured content to deliver performance improvements • Unstructured processes are best managed if the structured interfacing processes are defined and executed within a performance framework; • Structure what can be structured; • Define the rules within which unstructured operate; • Dismantle silo mentality and ensure that there is a clear understanding of the bigger picture; • Take lessons from unstructured process execution and communicate them.
- 31. Wrap up So, what is the potential role of unstructured processes and content in BPM? • Increasingly important due to greater human interface (customer care/satisfaction/outside-in processes) in how business will be conducted. – e.g. Bank accounts for SASSA people, which has a number of social elements attached. This causes for community interaction. • Enterprising as a business approach NEEDS unstructured processes to succeed. • The current and future economic environment: unique challenges causes employees to have to think entrepreneurial, which needs unstructured processes within frameworks of structure and compliance.
- 33. Questions? Thank You www.petanque-c.com