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“We achieved phenomenal results leading to an extremely efficient organization. The time required to process commissions with accurate results was reduced by more than 50% with the new process implemented. The capacity gained eliminated the need for additional resources to accommodate Cisco's growing sales force and transaction volume.”

JuneAn Lanigan
Director (former)
Cisco Systems


Enticing Executives with Visual Analysis

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Once you have your current state model, what do you do with it? How do you share it with the Process Owner and Executive Sponsor and spark their interest? My experience is that executives looking at a model that is 30 to 60 steps long are impressed and say something like, “Wow, that process is […]

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 […]

Five Pitfalls of Organizational Process Metrics

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Traditional metrics are centered on financial, operational, and employee data. The newer organizational process metrics measure how a process works from the company point of view and the customer point of view. How is the company doing at meeting a customer needs (such as accuracy, responsiveness, service, speed, completeness) and how is the process […]

Daily Management - Hard for Heros

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In the U.S. culture (and many other cultures), we do process improvement through projects; we introduce new products (cars, technology, pharmaceuticals) through projects. Daily management – or making improvements every day and monitoring data every day for triggers is not our normal way of operating in the BPM space. In a culture of cowboys and […]

Setting up a BPM Measurement System - Part 3 of 3

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If you’re working on a single business process improvement project or many processes across the enterprise, you need a measurement system. But how do you build one that is comprehensive, efficient and effective? Parts 1 and 2 covered Levels 1, 2 and 3 measurement elements based on the process maturity graphic below. This part covers […]