Improving process performance. Accelerating business innovation.
Individuals who complete our three, basic courses will earn a Certificate of Process Mastery, one of the longest standing and most widely recognized credentials in the field. Created by our mentor, Dr. Michael Hammer, these courses provide methodology, tools, and skills for contemporary business process management:
Power of Process: Executive view of business process management - what it is, why it's needed, how it works, when to introduce it, and how to develop a transformation roadmap
Process Redesign: Project view of business process management. How to select the right process, recruit the right team, frame the big picture, break the rules in redesign, and accelerate adoption with a constant eye to top team buy-in and stakeholder engagement
Leading Transformation: Enterprise view of business process management. How to establish conditions for success, focus scarce resources on high-value opportunities, encourage adoption, and sustain results. The course is based on "The Process Audit", Dr. Hammer’s 2007 Harvard Business Review article, and covers the PEMM™ assessments
We work with individual Business Process Owners and their teams to delver business results in a variety of core processes including Order to Cash, Purchase to Pay, Concept to Market, Service Request to Delivery and Customer Issue to Resolution.
We support enterprise Process Centers of Excellence to focus on strategic opportunities, guide enterprise IT programs, establish strong process governance, integrate tools and methodologies, and implement robust process measurement systems.
Steve Stanton's new book, Smart Work: Why Organizations Full of Intelligent People Do So Many Dumb Things and What You Can Do About It explores the misfit between the turbulence of today’s marketplaces and the behaviors embedded in industrial-era organizations. Intended to encourage traditional organizations to embrace big change, it answers questions such as:
For many organizations, the problems start when busy-ness prevails. When employees spend half their time on email and the other half in dysfunctional meetings, there’s no time to think. In the absence of reflection, the urgent drives out the important, and symptom management triumphs over solving root causes. When we’re too busy to think, we identify hundreds of metrics instead of a well thought-out scorecard. We launch thousands of disconnected improvement projects and we lack the courage to transform processes. Better sameness prevails.
Smart Work describes a new nervous system that provides self-awareness and sentience – the ability to sense, understand, and respond to marketplace information. Elements include:
Smart Work is written for all of the smart employees in dumb organizations. It’s intended to help industrial-era organizations transform themselves so that they can use their scale and assets to defeat disruptors. It’s for those who know that getting smarter is the path to success.