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“I had a programming background and needed to see the bigger picture in the health care organization where I was working. Shelley's teaching was very good, she was approachable, and had a wealth of stories that I could benefit from.

I got really pumped up from the class. I realized that I needed to get more information up front to build improved processes. I had a new way of identifying roadblocks in processes and had methods to redesign processes to make them more effective. I saw that I had to take responsibility for influencing improvements vs. depending on others. In just three days after I got back to the office, I identified why an installation project had been floundering for several months, took action, and moved the project along!”

Debby Bearden,
Information Technology
St. John Health System

 

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 […]