Consulting services

PHASE 1

Align Processes with Strategy and Goals

Understanding the interaction of processes, not only within, but also around the organization is critical in order to identify those who contribute to the achievement of the strategic goals and potentially identify those requiring a rework.

Objective

  • Analyze the impact of the processes on the strategy.

Benefits

  • Establish the link between the strategy and the processes.
  • Have a cross-functional view of global activities.
  • Understand the impact of processes on the strategy.

Services

  • Assess the company's environment : competition, markets, strengths & weaknesses, opportunities & threats.
  • Define the company's strategy : vision, strategic goals, operational objectives and value drivers.
  • Mapping the enterprise perspective : organizing core processes in a cross-functional way to provide a complete view of the scope of their interactions and integration.
  • Aligning processes with strategy : assessing the impact of processes on business objectives and their value drivers.
  • Identify key processes to be improved : selection of processes that have the greatest impact on business goals.
  • Set key performance objectives : process performance targeted after the change.
phase 2

Architect Changes

Understanding how the company operates today and assessing its current level of performance is mandatory before any changes are being designed.
Using the current picture, will allow to analyze failures, delays or other process gaps and thereafter design better performing processes that align with business objectives.

Objective

  • Analyze the current processes to identify the changes and design the target processes.

Benefits

  • Have a common vision of how the processes operate, i.e. the sequence of activities, the rules applied, the actors involved and the information managed.
  • Clarify roles & responsibilities.
  • Centralize all relevant process knowledge in a repository of process models, described with the standard BPMN 2.0 format. (Business Process Model and Notation), required by most BPMS (Business Process Management Suite) software.
  • Evaluate current process performance.
  • Identify potential areas of improvement.

Services

  • Analyze existing processes : model existing processes, measure current performance level.
  • Identify the changes to be made : analysis of the areas requiring improvements.
  • Design the target processes : modelling of the target processes.
phase 3

Develop Initiatives

Preparing for the transition to the future model is paramount. Changes must be planned precisely, with as much emphasis on the actions to be implemented than on the expected costs and benefits. Based on the target process models, changes can be structured from several angles : organizational, operational and technological.
In addition, the essential part, to ensure the success of the project is to prepare impacted people to the transition.

Objective

  • Evaluate and plan all changes required to implement the target processes.

Benefits

  • Specify organizational, operational and technical changes.
  • Design dashboards to measure performance.
  • Evaluate external vendor solutions.
  • Design a change management plan.

Services

  • Describe the transition project to the future model, i.e. its scope, activities and resources required to implement the changes: organizational (organizational structure, roles & responsibilities, training), operational (processes, performance measurement system), technological (applications, infrastructure, data structure).
  • Prepare the change management : communication and preparation of human resources in order to provide support for organizational, operational and technological changes.
  • Analyze the potential benefits.
  • Estimate the budget for the changes.
phase 4

Implement Changes

The implementation of changes can be done in 2 ways : with or without the help of BPMS technologies and software. In both cases, the transition plans for the targeted future model described in the previous phase are executed and driven using classical project management best practices, with particular attention to the people involved.

Objective

  • Execute and coordinate the implementation of the plans developed in Phase 3.

Benefits

  • Manage the implementation of a global project of organizational, operational and technical changes.
  • Guide and support people towards changes.

Services

  • Establish a schedule for the implementation of the planned changes : overall project structured by phases, with details of activities, resources, dependencies and milestones.
  • Lead the implementation of the entire change project.
phase 5

Measure Success

At the end of the implementation, it is essential to evaluate the result against the expected benefits. The aim is to verify whether the implemented changes have improved the company’s performance and thus align the processes with the strategy.

However, a change in the strategy or an unforeseen event can impact process performances. It is thereby mandatory to monitor the situation continuously. If the objectives are no longer met, it is necessary to go back to phase 1 in order to implement new changes.

Objectives

  • Measure success.
  • Implement a process monitoring model.

Benefits

  • Have a process performance monitoring model that provides all relevant information to the management to track changes and take corrective actions.

Services

  • Measure the benefits achieved against those projected in the original plan.
  • Implement a continuous improvement plan : process governance, process life cycle management.