Part 2: Agile Organisations: Business and Process Transformation Event - Measuring, managing and improving business agility
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The document outlines strategies for improving business agility and process transformation in the 21st century to enhance efficiency, customer service, revenue, and reduce costs. It emphasizes the importance of an outside-in perspective focused on customer outcomes, and highlights significant opportunities for process improvement. Data on brand values of leading companies is presented, indicating the evolving landscape of business agility and organizational adaptability.
Part 2: Agile Organisations: Business and Process Transformation Event - Measuring, managing and improving business agility
- 1. Agile Organisations: Business and Process Transformation September 2010 Measuring, managing and improving business agility Business and process transformation techniques for the 21st century Improve agility, efficiency and customer service, increase revenue and reduce costs Steve Towers David Mottershead BP Group BP Group Agile Organisations - September 2010
- 2. Measuring, managing and improving business agility Agility – The Key To Success In The 21st Century How to uncover significant opportunities for improving processes permanently - Factors constraining our agility - The emergence of a new landscape - The building blocks for change - Practical, results and analysis - Scores on the doors - Where to start - How to get more information Agile Organisations - September 2010
- 3. The Scores on the Doors Agile Organisations - September 2010
- 4. Who is Outside In and how does that change company value? 2009 Brand Value 2008 Brand Value $M $M YoY Change 1. Google 100,039 86,057 16% 2. Microsoft 76,249 70,887 8% 3. Coca Cola 67,625 58,208 16% 4. IBM 66,622 55,335 20% 5. McDonalds 66,575 49,499 34% 6. Apple 63,113 55,206 14% 6/10 7. China Mobile 61,283 57,225 7% 8. GE 59,793 71,379 -16% 9. Vodafone 53,727 36,962 45% 10. Marlboro 49,460 37,324 33% 11. Walmart 41,083 34,547 19% 12. ICBC 38,056 28,004 36% 13. Nokia 35,163 43,975 -20% 14. Toyota 29,907 35,134 -15% 15. UPS 27,842 23,610 18% Data: Millward Brown Optimor 2008, 2009 Outside In Source: Mixed www.successfuloutcomes.blogspot.com Inside Out http://bit.ly/uAyVW
- 5. Who is Outside In and how does that change company value? 2010 Brand Value 2009 Brand Value $M $M YoY Change 1. Google 114,260 100,039 14% 2. IBM 86,383 66,622 30% 3. Apple 83,153 63,113 32% 4. Microsoft 76,344 76,249 0% 5. Coca Cola 67,983 67,625 1% 6. McDonalds 66,005 66,575 -1% 8/10 7. Marlboro 57,047 49,460 15% 8. China Mobile 52,616 61,283 -14% 9. GE 45,054 59,793 -25% 10. Vodafone 44,404 53,727 -17% 16. UPS 26,492 27,842 -5% 26. Toyota 21,769 29,907 -27% 43. Nokia 14,866 35,163 -58% Data: Millward Brown Optimor 2009, 2010 Outside In Mixed Inside Out
- 7. On the Up with Outside In Companies
- 9. Moments of Truth – they’re everywhere Moments of Truth permeate our lives in every product and service Agile Organisations - September 2010
- 10. A decade of Apple Innovation Power- Cinema Nike & iPod iPad book iLife Displays iPod Classic 00 01 02 03 04 05 06 07 08 09 FREE Original MAC iPod MacBook Air iPhone iPhone? iPod OSX Shuffle 3GS Agile Organisations - September 2010
- 11. Winning examples Agile Organisations - September 2010
- 12. The Size of the Prize Triple Crown + Reduce cost Increase revenue Enhance service Agile Organisations - September 2010
- 13. Measuring, managing and improving business agility Agility – The Key To Success In The 21st Century How to uncover significant opportunities for improving processes permanently - Factors constraining our agility - The emergence of a new landscape - The building blocks for change - Practical, results and analysis - Scores on the doors - Where to start - How to get more information Agile Organisations - September 2010
- 14. Moving to this model is natural and logical The Process Performance Landscape
- 15. Everything we do Customer must contribute! SUCCESSFUL CUSTOMER OUTCOMES SCO CO CO CUSTOMER OUTCOMES Oc Oc Oc OUTCOMES OUTPUTS ACTIVITIES Agile Organisations - September 2010
- 16. 1. Who is your Customer customer? SCO 2. What is their SCO? CO CO Oc Oc Oc 3. What are the key Activities that contribute to the SCO? Agile Organisations - September 2010
- 17. AND HERE Customer IS THE KICKER Can You think of things SCO that happen that do CO CO NOT contribute to the SCO? Oc Oc Oc That is part of the Opportunity.. It’s Potentially DUMB STUFF = complexity, cost & inefficiency Agile Organisations - September 2010
- 18. “And the Size of the prize? It is between 40-70% cost reduction across your critical and core processes” John Corr, Alix Partners (London) Agile Organisations - September 2010
- 19. To link process with performance we need to rethink what we mean by performance.
- 20. Moving from Inside-Out Left to Right Pyramidal Rigid Functional Specialist To…..
- 22. Agile Organisations - September 2010
- 23. The trick is always to look at your business or brand from the outside in. Richard Branson Agile Organisations - September 2010
- 25. Questions in an Outside-In world What Business Are you in? Roundtable.... Bums on seats Lifestyle management Improving lives Joy Moving people Gratification Expression Always-On Agile Organisations - September 2010
- 26. What about a current example? Start where you are and take people with you... Agile Organisations - September 2010
- 27. CEO Office 70 Business Units 7 Divisions 245 Departments 3940 39 Countries Functions 8.2 Million 900 Teams 56,000 Customers People Agile Organisations - September 2010
- 28. Phase 2 1 CEO Office 7 Divisions Personal OPS Institutional Corporate Centre Euro Asia Pacific BUs 70 Business Units Customer Operations 245 Departments Personal Loans 900 Teams Call Centre Customer Advocacy Customer Operations Data/Image Centre Communications 3940 Functions 56,000 Staff Agile Organisations - September 2010
- 29. Marketing Sales Agile Organisations - September 2010 Phase 2 Service Support Accounts Retention Renewal
- 30. Marketing Sales Call Centre Agile Organisations - September 2010 Call Centre Phase 3 Call Centre Call Centre Customer Advocacy Customer Advocacy Customer Advocacy Service Customer Advocacy Customer Operations Customer Customer Operations Operations Image-Data department Image-Data Image-Data department department Communications Communications Communications Customer Support Operations Image-Data department Accounts Communicatio ns Retention Renewal
- 31. Marketing Sales Agile Organisations - September 2010 Phase 4 Service Support Accounts Retention Renewal
- 32. Phase 5 – Six months later Renewal Retention Sales Accounts Marketing Support Service Agile Organisations - September 2010
- 33. Phase 5+ 1 CEO Office 7 Divisions Personal OPS Institutional Corporate Centre EURO Asia Pacific BUs 70 Business Units Customer Operations 245 Departments Personal Loans 900 Teams Call Centre Customer Advocacy Customer Operations Data/Image Centre Communications 3940 Functions 56,000 Staff Agile Organisations - September 2010
- 34. Optimize, Align, Innovate Any Process Any process can Fix the Cause, receive the benefits of Remove the Effect OI thinking and practice MOT MOT MOT MOT MOT Understand the Causes MOT MOT MOT of Work Seek to (a) Remove, and if not (b) improve the Causes of Work Agile Organisations - September 2010
- 35. Sometimes the situation is only a problem because it is looked at in a certain way. Looked at in another way, the right course of action may be so obvious that the problem no longer exists. Agile Organisations - September 2010
- 36. Some elements that change … Inside Out Outside In Processes Complex Simple People Controlled Empowered Structure Hierarchy/ Team Functional Systems Prescriptive Adaptive Measurement Activities Results Customer End of chain Inclusive Segmented Individual Organisation Rigid Agile Agile Organisations - September 2010
- 37. Business Agility – What is it? The capability of an Measures organisation to Drivers Readiness proactively adapt to changes in the business landscape Innovation and creativity Agility Self sustaining Benchmarking Collaboration against competitors Changing the mindset Agile Organisations - September 2010
- 38. The Outside-In promise Outside-In promises to increase agility and eliminate wasted time, money and energy in every organisation. In achieving Outside-In we make a Copernican shift and the Customer becomes the focus at the centre of everything we do. Agile Organisations - September 2010
- 39. Stages in the approach Understand Create PROCESS PROCESS PROCESS & Develop DIAGNOSTICS DIAGNOSTICS DIAGNOSTICS Perform Develop Successful Process Risk Action Manage Activity Identify Identify Delivery Customer List Moments of Identify Business Assessment Plan Outcomes Truth Breakpoints Rules
- 40. www.bpcommunity.org COMMUNITY • Global – 40,000 • LinkedIn – 4,500+ www.bp2010.com • Certification (7 Levels) TRAINING • Open & In house Learning • Online Support oibpm.com www.bpgroup.org • Support Groups BUSINESS PROCESS • Mentoring & PROFESSIONAL Coaching • Sundowners • Articles, News INFORMATION & • Discussion RESEARCH • Conferences & Seminars www.successfuloutcomes.blogspot.com
- 42. CPP Level Objective Attainment Designation 7 Leadership Master CPP Champion 6 Strategy Master CPP Master 5 Integrate Master CPP 5 4 Perform Professional CPP 4 3 Innovate Professional CPP 3 2 Align Professional CPP 2 1 Optimise Practitioner CPP 1 CEMM Engineer Engineer CEMM (E) Community Business Process Professional Everyone Business Analyst pathway Process Managers Leading to the Certified Process Professional (CPP) Technologists Open and in-house formats on a global basis Senior Managers Delivered through the BP Group Associate network. Leaders For the latest programme visit www.bp2010.com Certification Notes: InClass Assessment One Day Testing Online – within 6 months of class Case Studies Two required – may be historic Client Interview By agreement Peer Review By agreement Experience Proven qualification, time in post Ongoing Notes: Certification Renewal Webinars, Approved Conferences, Projects Experience Proven qualification, time in post Agile Organisations Group, Mayfair House, 14-18 Heddon Street, Mayfair, London W1B 4DA UK | © MMX BP Group The BP - September 2010 The BP Group,10685-B Hazelhurst Dr. 8602, Houston, TX 77043 US
- 43. David Mottershead Implementation? david.mottershead@bpgroup.org Four ways we help Steve Towers •Education – the CPP steve.towers@bpgroup.org programme & specialist learning •Resources – The toolkits, the CEMMethod, the webinars •Network – Global sharing and learning •Mentoring – access to expert resource
- 44. Agile Organisations: Business and Process Transformation September 2010 Measuring, managing and improving business agility Business and process transformation techniques for the 21st century Improve agility, efficiency and customer service, increase revenue and reduce costs Steve Towers David Mottershead BP Group BP Group Agile Organisations - September 2010