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“In each of our engagements, Shelley took the lead to work with me individually to design our objectives, approach, and measures of success. Working with Shelley, I was able to achieve clarity of the goal and methodology for achieving the goal prior to engaging within the stakeholder communities.

Shelley is well prepared, drives to common understanding and alignment, and engages in the subject content and dialog to achieve group consensus on core root cause issues and possible solutions.”

JuneAn Lanigan
Director (former) Cisco Systems

 

Sustaining BPM – Crawl, Walk and Run

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A financial department of a large technology company had employees working long hours and even staying overnight every quarter when financial information was due. The SVP realized this could not go on. He provided his leadership, selected a team of internal subject matter experts, and chose an internal project lead and external BPM practitioner to […]

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Staying Out of the Weeds with BPM Process Modeling

Do you experience these challenges in trying to create a current state process model?

The team gets mired in process problem details People have ideas for improvements but you are not really ready for solutions yet Some groups do the process one way and others do it a different way. Some people think it’s a […]

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How Does Your Shared Service Center Work? An Interview with a Shared Services Director

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What was the original purpose for establishing a Shared Services group?

The Head of HR for the organization was a strong proponent of Shared Services and there was also a company wide focus on operational efficiency and safety. When we began we focused on two HR processes that we wanted to centralize and standardize and […]

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Structured Onboarding Means Faster Revenue: Case Example

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As interest in big data and analytics grew, this company (now mid-sized) started to grow dramatically. They were hiring 10% more people a quarter, sales were strong, and the company was planning to go public. But product releases were erratic—sometimes every three months, other times only once a year. Then the CEO started to run […]

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Rules for Redesign after Hammer

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Michael Hammer created wonderful assumption busting guidelines for redesigning processes in his book Reengineering the Corporation, like

As few people as possible should be involved in the performance of a process. (Several jobs are combined into one.) Workers make decisions. Processes have multiple versions (for different market segments).

I find that after Discovery, Modeling and […]

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