2362253
Description
Mind Map by Perla Nallely Ló, updated more than 1 year ago
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Created by Perla Nallely Ló
about 9 years ago
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Understanding Process and
Process Redesign
- Steve Stanton
- MBA, FCB Partners
- MBA, FCB Partners
- Hypothetical Choice
- Process?
- Product?
- People?
- Process?
- The Strategic Impact
of Processes
- Zara
- Progressive Insurance
- Texas Instruments
- Zara
- Process 201
- Every organization has processes
- But, they cross functional boundaries and so are fragmented, disjointed, disconnected, abandoned,
unknown, unnamed, invisible, unmeasured, unmanaged, and unloved; and therefore, they perform
poorly.
- But, they cross functional boundaries and so are fragmented, disjointed, disconnected, abandoned,
unknown, unnamed, invisible, unmeasured, unmanaged, and unloved; and therefore, they perform
poorly.
- The iron triangle of
customer/results/process
- An indivisible
triad TCPAOS
- An indivisible
triad TCPAOS
- Process: end-to-end work across the enterprise
- A designed group of related tasks that together create
customer value structured, purposeful work in context.
- A designed group of related tasks that together create
customer value structured, purposeful work in context.
- Every organization has processes
- The Root Problem
- Engineering
- Finance
- Sales
- SBU 1
- Latin America
- Production
- Engineering
- Process 101: SIPOC
- Supplier
- Input
- Process
- Output
- Customer
- Customer
- Output
- Process
- Input
- Supplier
- Process Principles
- You are what you DO
- Structure is a weak lever of change
- Strategy is based on operating capabilities
- Strategy is a process, not a binder
- Yesterday will not be like tomorrow
- All work is process work
- You are either getting better or getting worse
- You are what you DO
- It’s a Turbulent World
- Driving Factors
- Intensified competition in every sector, Global
marketplaces, Smarter customers (and better
competition), New technologies.
- Intensified competition in every sector, Global
marketplaces, Smarter customers (and better
competition), New technologies.
- The New World
- Rapid pace of change,
High levels of novelty,
Extreme complexity.
- Rapid pace of change,
High levels of novelty,
Extreme complexity.
- In this Turbulence,
What Do Organizations
Need to Succeed?
- Speed to market
- High-performing new product development process.
- High-performing new product development process.
- Cost management
- Reduced non-value-added work through
process redesign.
- Reduced non-value-added work through
process redesign.
- Customer
happiness
- Give them what they want when they want
it; perfect orders from the fulfillment
process.
- Give them what they want when they want
it; perfect orders from the fulfillment
process.
- Innovation
- A process for creating and testing the new.
- A process for creating and testing the new.
- Rapid response to
external turbulence.
- Sense and respond processes
- Sense and respond processes
- Speed to market
- Driving Factors
- Understanding Processes
- Some common processes
- Essence
- Themes
- Some common processes
- The Two Flavors
of Process Payoff
- Tactical: lower costs and higher customer satisfaction
- Strategic: long-term sustainability
- Operate better, manage better, win more
- Operate better, manage better, win more
- Tactical: lower costs and higher customer satisfaction
- Company A: The ‘Improvement’
- Control Desk
- Credit
Checking
- Pricing
- Issuance
- Terms and
Conditions
- Credit
Checking
- After
- Deal Structurer
- Single Process Performer:
Eliminates Handoffs
- Single Process Performer:
Eliminates Handoffs
- Deal Structurer
- Control Desk
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