Improving process performance. Accelerating business innovation.
Improving process performance. Accelerating business innovation.
A framework for:
In today's fast-paced environment, organizations need capabilities for launching a steady stream of innovative breakthroughs. Continuous (incremental) improvement activities are insufficient because they perpetuate the current business and overlook opportunities and threats of disruption. Internal innovation is insufficient because you need to engage outside resources to get access to new skills quickly and tap into innovation energy. Episodic innovation projects are insufficient because you need a portfolio of projects that can systematically generate change and growth to survive and thrive.
A framework and operating model for continuous innovation, to help examine the changes that large, established companies will need to make to adopt this model. We will build on our experience with business reengineering to address the fundamental business transformation of large, successful organizations to an operating model that enables continuous innovation.
A taxonomy to understand innovation moves, complete with current examples that traditional organizations could take to optimize their innovation outcomes. These included:
A set of recommendations on:
What are the alternate structures or models for leading and managing business process initiatives? What are the choices that need to be made in building a process center of excellence?
Explore how to conduct process design in a highly skilled knowledge-worker environment. What are the best practices for applying redesign principles to a non-transactional process that drives operational excellence?
This explores how traditional roles of resource/functional managers and process owners/experts contrast with the comparable roles in a process organization. How the roles evolve/change over time in terms of responsibilities, authorities, and development and also how they change as the organization reaches higher levels of process maturity.
How do organizations select and prioritize the initiatives to which available resources are devoted? How is the appropriate level and timing of engagement determined? Should this engagement be continuous, full-time, or intermittent?
How to successful organizations design their measurement systems? This study isolated a few critical design elements including: strategic objectives and performance indicators, linkage to process metrics and personal performance, distribution of metrics to front-line teams, and a disciplined metrics review and refresh cycle.
How do you ensure a successful transition from a project to execution? This study found two factors are critical: Creating the right organizational structure to sustain business value and developing explicit accountability for change management to address each known barrier to sustainment.
Accountable for Performance
Driving Value Integration
Balancing the VOC Metrics with VOB Metrics
Redesigning Non-Transactional Processes
Models for Process Initiatives
Selecting and Prioritizing Initiatives
Roles of the Functional Manager in a Process Environment
Executive PEMM™
Sustainment Part II
Process Metrics
Leadership
Process Metrics
Process Integration Handbook
Sustainment Research
Governing Processes
Knowledge Work