Improving process performance. Accelerating business innovation.
A three-day Hammer Certification class on process governance and enterprise transformation including the PEMM™ framework described in the Harvard Business Review article "The Process Audit". The course covers PEMM™ principles, methods, and skills used for introducing process thinking into functional organizations and sustaining performance once improvement projects have been completed.
Schedule: Course begins at 8:30 am on Day One and ends at 4:30 pm on Day Three
Price varies with number of participants. For more information call 617.245.0265 or email firstname.lastname@example.org
The multi-dimensional impacts of large-scale organizational change ⋅ The five enablers of process as a foundation for change ⋅ Required maturity levels for effective process implementation ⋅ Case studies of company experiences with process transformation.
Assessing enterprise capacity for the process transition ⋅ Evaluating the enterprise in terms of four key capabilities ⋅ Establishing needed capability levels ⋅ Recognizing and remedying gaps.
The nature of leadership required for the process transition ⋅ Case studies of effective and ineffective leaders ⋅ The role of the catalyst in developing leaders ⋅ How to approach and engage leaders as advocates, sponsors, and supporters ⋅ Taking on a leadership role.
Recruiting staff and building skills for transformation ⋅ Developing values favoring customers, teamwork, responsibility, and change ⋅ Building communities of practice among forward-leaning associates across the organization ⋅ Key intervention mechanisms ⋅ Common pitfalls to avoid ⋅ Creating, staffing, and leading a center of excellence.
Developing and using an Enterprise Process Model to target opportunities and scope end-to-end projects ⋅ The roles of the Process Council or enterprise steering group and the keys to their success ⋅ How to establish accountability through process ownership and a performance dashboard.
Navigation skills for the transformation journey ⋅ The dimensions of results, enablers, and scope ⋅ Critical factors for a successful transition ⋅ Accelerating enterprise maturity, one driver at a time ⋅ Questions of timing and the coordination of multiple initiatives ⋅ Transformation and IT ⋅ The importance of early benefit realization.
The nature and structure of a transition plan ⋅ Balancing an inspiring vision for the long term with a realistic expectation for the short term ⋅ Developing and maintaining the plan. Achieving tipping points and institutionalization ⋅ Common errors and how to avoid them.
Extending process comprehension and engagement across the organization ⋅ Effective techniques for communication and mobilization ⋅ Maintaining commitment for the duration of the transition ⋅ Participants will create a Business Case for Change and plan how to use it to achieve their goals.
Building momentum through small wins ⋅ Anticipating and overcoming the inevitable difficulties of the process ⋅ How to maintain focus, sustain energy and survive changes in leadership ⋅ Creating a compelling narrative on the inevitability of change.