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ART OF PROCESS
Tribal Knowledge to Performance Excellence
Chief Architect - Carla Wolfe
February 21, 2018
WHY PROCESS?Work smarter, not harder.
Process brings consistent, repeatable, sustainable
performance across the organization.
Process guides your 'right work' and gives you a ready,
seamless ability to integrate improvements while also
providing measurable results!
When you work in a process-based culture, you and
your teams are all on the same page, understand how
work gets done and the 'value' you bring to
customers from end-to-end.
Process-based organizations can readily identify the key
'moments of truth" in which there is significant opportunity
to get it right for customers!
Process Allergies - Is this familiar?
• We just pull together and get things done around here!
• If I have a question I just ask Bonnie, she has been here 25 years, she knows everything!
• I need to help my customers get what they need, process just slows me down.
• Things are changing too fast, processes don’t stick.
• Our department doesn’t work like the others … we need more flexibility than other teams
• We get our work done, but the ____ department drops the ball all the time.
• I can’t help it if ‘they’ can’t get their part of the process right.
• We are good, we don’t need process or the Baldrige stuff.
The Paradox of Process
Do you know people who have an allergic reaction
to process?
Ironically, it is the transparency of the structure
(process) that actually sets us free.
It is hard to know if you are really ‘getting better’
if you don’t understand where you started!
So, to be truly free in a high performing
environment requires us to see how things happen
now (process).
Love – Hate Relationship
A Case Study … 2014 Malcolm Baldrige Award Recipient
Tribal Knowledge No processes
Fast Forward … Results in a process-based culture
Year One Year Five
Number of Processes 1 600
Knowledge Assets -
Number Governedzero 1000+
Process Facilitators zero 40+
Underwriter
Productivity
Increase of 71%
Equity Doubled
Earnings Tripled
Elevations Credit Union
A Roadmap to move from Tribal Knowledge ...
BASELINE
• Build an Enterprise Process Map
MAPPING
• Capture, Build and/or Re-invent your world by mapping your processes (how you do your work)
ENGAGE!
• Transform your culture to process-based• Build your toolbox, Measure a lot, Celebrate,
Govern and honor your earned ‘source of truth’
BASELINE
MAPPINGENGAGE!
BASELINE –Uncover your current process state
What is your current state?
What is the organizational knowledge
about process?
Does the organization have a process
source of truth?
BASELINE - leverage a framework!
BASELINE – tweak rather than reinvent
Choose an Existing Framework
3.0 Market and Sell Products
3.1 Evaluate Markets and Customers
3.1.1 Perform Market/Customer Intelligence
3.2 Develop Marketing Strategy
3.2.1 Define Product Offering/Value Prop
3.2.2 Define Pricing Strategy
3.2.3 Define/Manage Channel Strategy
3.2.4 Analyze/Manage Channel Performance
3.2.5 Manage Marketing Communication
3.2.6 Manage Customer Loyalty Program
BASELINE –Build Inventory with stakeholders
Peel, slice, dice …Survey and Interview and SCORE!
3.0 Market and Sell Products
3.1 Evaluate Markets and Customers
3.1.1 Perform Market/Customer Intelligence
3.2 Develop Marketing Strategy
3.2.1 Define Product Offering/Value Prop
3.2.2 Define Pricing Strategy
3.2.3 Define/Manage Channel Strategy
3.2.4 Analyze/Manage Channel Performance
3.2.5 Manage Marketing Communication
3.2.6 Manage Customer Loyalty Program
BASELINE – Build Organizational View
Enterprise Process Map
Define/Refine Vision
Develop Strategy
Execute/Measure Strategic Initiatives
1.0
Lead Vision and
Strategy
Manage Product Development
Define New Products
Develop Products
2.0
Develop & Manage Products
Evaluate Markets and Customers
Develop Marketing Strategy
Develop/Manage Marketing Plans
Manage Sales
3.0
Market and Sell
Products
Plan/Align Supply Chain
Procure materials and services
Produce/Deliver Beverages
Manage Warehouse
4.0
Deliver Products
(Beer)
Service Strategy
Manage Customer Service
Evaluate Customer Satisfaction
Manage Fulfillment Support
5.0
Deliver Customer Service
Refine HR Plans
Recruit, Source, Hire Employees
Reward/Retain Employees
Redeploy/Retire Employees
Redeploy/Retire Employees
Manage Employee Communication
Manage Employee Development
6.0
Manage Human
ResourceImplement Security
Manage Enterprise Information/Data
Manage Technology Solution Lifecycle
Deploy IT solutions
Deliver/Support Technology Services
7.0
Manage Technology
Plan & Manage
Revenue Accounting
General Accounting & Reporting
Manage Fixed-Asset Accounting
Process Payroll
Manage Accounts Payable
Manage Treasury operations
Manage Taxes
8.0
Manage Financial
ResourcesPlan/Acquire Assets
Design/Construct Facilities/Equipment
Maintain Facilities/Equipment
Dispose of Assets
9.0
Manage & Construct Facilities Manage Risk
Framework
Plan/Lead ERM Activities
Manage Compliance/Internal Controls
10.0
Manage Enterprise
Risk Build Investor Relationships
Manage Government/Industry Relationships
Manage Board of Directors Relations
Manage Legal and Ethical Issues
Manage Public Relations Program
11.0
Manage External Relations Manage Business Process
Manage Project Portfolio
Manage Enterprise Quality
Manage Change
Manage Enterprise Knowledge (KM)
Measure Performance
Manage Sustainability Program
12.0
Manage Biz Capabilities
Enterprise Process MapCore Processes
Processes driving value for our customers
Enabling Processes
Processes enabling core processes to drive value for customers
BASELINE – Build your Enterprise Process Map
MAPPING –Test your EPM
Start with few important “key” processes …
• Likely from your “Core Processes” • Likely to add greater impact/value to
Missions/Vison/Value
MAPPING – Start High Level
• Suppliers
• Inputs
• Process (milestones)
• Outputs
• Customer
SIPOCBuild a SIPOC for every
process.
Start with Key Processes to
help stabilize your EPM!
MAPPING – Key Process SIPOCs
Inputs
Outputs
Plan/Align Supply Chain
Procure materials and services
4.2 Produce/Deliver Beverages
Manage Warehouse
4.0
Deliver Products
(Beer)
Process 4.1.2
SIPOC
Process 4.3.5
SIPOC
MAPPING –Stabilize Key Processes by flowcharting
When your SIPOCs stabilize for Key
processes, continue with
flowcharting to further refine your enterprise
process map
BASELINE AND MAPPING REVIEW
LEVERAGE A FRAMEWORK
MAKE IT YOURS
BUILD EPM
RINSE AND REPEAT
SELECT KEY PROCESSES
SIPOC KEY PROCESSES
FLOWCHART YOUR PROCESSES
ENGAGE! – Flipping the Culture Script
ENGAGE– Keep Score! Yes, it matters.
Pick a methodology that matches culture
Our processes Our progress!!
ENGAGE – Staying Smart and Aligned
Ensure the ‘right way’ to do process is fully
documented and available to everyone
ENGAGE – Make Process Easy!
• Cross organizational view
• Collaborative
• Source of Truth (governed)
• Accessible anytime, anywhere
Choose a tool!
ENGAGE – Train Special Process Gurus
• From all Levels of Organization
• “Own” an EPM category
• Facilitate process development and validation
• Each owns a Blueworks license
• All train their colleagues
• All have regular ‘day jobs’
ENGAGE! –Build a Governed ‘source of truth’
All knowledge assets tied to governed and validated business process
Forms and other collateral materials tied to a business process
Business and BOD Policiestie to business processes
Process Metrics tied to Dashboards
All accessible in governed ‘Reference Desk’
Process
Policies
Procedures
Metrics
ENGAGE! – Flipped Culture
I cannot even imagine working without process now.
How did we EVER get anything done before process!
No way could we have done Baldrige without PROCESS!
PROCESS is in our DNA forever!
Just talked to John, he loves his new job … but really
misses working in a process-based company.
Bonnie’s retirement party was so much FUN!!
