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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

 

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 […]

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 […]

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 […]