Business Process Case for Change

In the previous nine BLOGS I outlined a project plan that provides an number of phases and steps for managing a Business Process Management Project whilst providing a platform for future ongoing enhancements. When striving to continuously improve business performance, manage responses to competitive forces and battle the economic ups and downs there is a need to continuously monitor the business to enable quick response to change. This needs to be addressed at the start of a project and defines the maturity of an organisation and commitment from management to address their business issues whilst identifying and maintaining their unique market attributes?

The Business Processes underpin the business model. It is a platform for managing the resources and aligning the resources to the profit model and meeting the aspiration of the organisation to achieve and exceed the value proposition.

Whilst working on a number of projects I came across a technique called the " The Five Basic Shared Concepts".  It is used to articulate the transformation and specification of the Business Vision. It has five easy to understand categories support the future impact of the achieved vision. It is used simplify discussions around the vision and communicate company wide to create understanding and buy-in.

The Five Basic Shared Concepts are typically used during the Arouse or Envisage phases of the project to create an understanding of the chosen strategy, to confirm the future direction, and to provide input for strategy and visioning workshops (Case for Change, Business Position, (Confirmed) Business Vision). 

A questionnaire is created and divided into the five concepts. This questionnaire is then circulated around the key stakeholders and  the results shared with senior management to verify the Value Proposition and the organisation's approach and style. At this stage it may also be appropriate to carry out a Business Process Maturity Assessment to understand the extent of management commitment to adopting a Business Process Management project company wide.

Sample Questions

Basis of Competition Rules

1. What are you customers looking for in a supplier?
2. Who are our current competition now and in the future?
3. What factors do we need to focus on to compete effectively?
4. What role will processes play in our competitive positioning? 

Operating Mode

1. Where will we add Value?
2. What must the process be capable of doing to add value?
3. How will we maintain our profit model?
4. How will the processes improve our profitability?

Structural Approach

1. What relationship are we trying to achieve with our customers and suppliers?
2. How will we communicate to our key stakeholders?
3. What will be the key process management decisions?
4. How will the processes contribute to the management processes?

Stakeholder Value

Customer

• What needs will the customers have?
• How will we meet their needs?
• What process must we have in place to meet their needs?

Dealers

• What services will the Dealers offer?
• What must a dealer do well to succeed?
• What capabilities must they provide?
• What process are required to meet the dealers needs?

Employees

• How ill the needs of the employees change?
• What process do we need in place to meet their needs?

What other stakeholder will be required?

Place to Work

Other Issues

• How will the regulatory requirements impact our process?
• What is going to have the greatest impact on our process?

Business Process Maturity Model (BPMM)

I will address the Business Process Maturity Assessment in a separate BLOG. In a previous project I carried out an assessment using the OMG Business Process Maturity Model. I am not sure of the value of this type of assessment as very few large companies and multinationals, because of internal politics have a consistent approach to Business Process.