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“We had an overly complex implementation for our healthcare application process which was difficult to communicate and manage. Shelley helped by providing a process to develop a more effective implementation process and leading us through that. We now have a simpler more disciplined process which is easier to communicate. We are piloting it with current clients and using it as a differentiator in our sales process.”

Jack Johnson
CEO
AboveHealth

 

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 […]

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 […]

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 […]

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 […]

A BPM Team or BPM Stakeholders?

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There are many ways to ‘do’ business process improvement projects. It’s best if the company has a methodology from BPM, Lean, Six Sigma, Reengineering or some other methodology. Here’s the one I use, starting with selecting the project and ending with monitoring and sustaining the project; ‘doing’ the process improvement project means completing the section […]