Process

Changing internal and external forces demands flexible business processes to address market/competition pressures, new business initiatives, increasing customer demand and/or shifting operating models.

Improvements in business performance (within acceptable parameters of time, cost and quality) require a senior mandate, buy-in from affected stakeholders and a methodology or specific blend of approaches to address the organisational demands.

Process thinking provides a foundation for developing improvements, be they radical, periodic or part of an on-going improvement initiative. Understanding the controllable set of activities that consumes your organisational resource and transforming these inputs into the required outputs will deliver the strategic imperative.

• Recognise the dependencies between customer value, stakeholder commitment, process, team culture and capability.
• Define the vision/ambition up-front, isolating the root causes of issues with the existing model and developing a future-fit practical transformation programme.
• Confirm the scope/objectives to give structure and engage stakeholders early.
• Expedite the solution development, maintain momentum, assure the outputs, and own the outcomes.

• Enable senior sponsorship and engage the relevant stakeholders.
• Outline the case for change and define the scope/objectives.
• Define a robust programme or work.
• Articulate the process hierarchy and establish a baseline for measurement.
• Confirm the design principles that will guide the process design.
• Establish SME insight and best practice to inform the design.
• Identify, quantify, and realise benefits.
• Design the new process, confirm the impacts, and validate the outputs.