Process Consulting Perspective

Process Consulting Perspective

Presenter: Vibhanshu

Table of Contents

Gains Projected

Areas covered

Scope of Work

6 Levels of Process Consulting

Gains Quantifiable

Tools

Proposed

Background

BackgroundPurpose

Drivers

Today’s Business Challenges

Over the past few decades, globalization has become more pervasive. Today’s organization has to be able to

compete in this global economy with both small and large players around the globe as the barriers to entry in

many markets get lower. The ability to compete successfully requires success on many fronts:

• Operational efficiency

• Customer intimacy

• Product and Service Innovation

In order to fight these battles successfully, today’s organizations must be as efficient as possible. Processes

should be constantly evaluated and improved as part of the daily operations of the business. At all times,

the various levels of management and operations need to have efficiency into the organization and its

operations. This visibility will help better understand areas of improvement as well as better understand

the customer’s current and future needs. Finally, in order to respond to the dynamic environment that we

find ourselves in today it is important to have edge so that we can dynamically respond to changes in the

market or proactively out execute the competitors.

Business Processes are an investment that can provide immense business benefit to the organization;

however, the tangible business value associated with BPM are generally not well-understood. This

presentation will highlight the use of BPM as a way to improve and sustain the benefits of business process

improvement. BPM can also bring about other benefits that cannot be achieved by traditional process

improvement techniques.

Consulting6 Levels of Process

Business Strategy

Manage UncertaintiesLow CostLow ValueLow Operational Risk

Exploit UncertaintiesHigh Cost

High ValueHigh Strategic Risk

HighMediumLowHighMediumLow

Operational Strategic

Value Delivery Capability to Create Value

GainsQuantifiable

Business Strategy

Low Value High Value



Rs. 10,000 Rs.10,000-

10 lacs

Rs.10 lacs

–1 Crore

Rs.1Crore

- 5 Crores

Rs.6Crores

- 25 Crores

25 Crores +

Confidence Builder

Productivity Improvements

Efficiency Effectiveness Agility Edge – S/T Edge – M/T Edge – L/T

Flexibility & Visibility

Growth As Planned

Growth beyond

Exponential Growth

Source: Figures based on PBOPlus assessment of Rs. 1000 Crs ATO business

GainsProjected

Efficiency Effectiveness Edge

Delivering more with less

Consistently knowing thecurrent status andoutcome of yourprocesses

Adapting quickly to changing business conditions

• Reduced process cycletime

• Decreased risk in processexecution

• Reduced time to market for new products

• Reduced processexecution cost

• Increased regulatorycompliance

• Reduced time to react to market changes

• Increased throughput• Reduced processexceptions

• Increased new revenues

• Increased userproductivity

• Faster proactive decisionmaking

• Increased existing revenues

• Increased cash flow• Increased customersatisfaction

• Reduced development, deployment, integrationand maintenance costs

• Decreased workingcapital

• Enhanced exceptionhandling

• Reduced time to take newprojects live

Business Strategy



ScopeAreas Covered

Top Leadership


Transactional Breakdown / Exceptions Management

Routine and repetitive work is defined and practiced

Varying Situations Encountered : Processes to Handle Exceptions of Regular Nature/

Objectives, Targets, Team Feedback, Planning, PPC, Continuous Improvement, SCM, Demand, Forecast, Reporting

Indentifying Strategic

Initiatives and

Executing

Major Improvement, Customer, Stakeholder driven, P2P, R2R, S2F

New Solution / Markets, Product to Market, Idea to Market, New Pie , Innovation

Managerial Work

3 Year Strategic

Plan

Cross Functional Processes

Product/ Service

Innovation

10x Problems Perceived One Level Down 10x Problems Perceived One Level Down Low Blame

HighBlame

ComplexityTools and Activities


ISO, FLOW CHART

KAIZEN, SGA, QC TOOLS, 5S,

No Brainer

Linear Simple Structured

Basic Unstructured , Complex Structured

Discontinuous, Game Changer

Break through Thinking

6 SIGMA, LEAN, TPM,

TQM

PORTERS, BSC, SWOT

BPR, BPM, VALUE

MAP

BPI (Business Process

Innovation)

High Complexity

Low Complexity

Business Strategy

1 - 3

Tools

Thinking

Activities 4 - 7 8 - 12 13 – 20 in One

Tier

21 – 100 in Two Tiers

100 + , in Three +

Tiers

ProposedBPM Investment

BPM is a CEO solution for Customers, Strategy, Process, People and technology that delivers

value to the organization by impacting both the top and bottom lines of an organization.

Value has to be quantified for the organization to show the specific impact that will be delivered.

BPM will not only bring quantifiable value to the organization but will do so without a corresponding

increase in investment.

A compelling business case is needed to provide the motivation and prioritization for BPM

projects in the organization. The approach to such a business case involves assessing the current

business process and its performance, designing the future process and the solution footprint to

support it, identifying the benefit drivers and finally calculating the ROI.

Thank You

End of Document

For further information, please contact:

Name: Vibhanshu Sharma

Title: Business Consultant for CXO Level

Mobile: +91 99100 18911

Email: [email protected]

Questions

Thank you

Source: http://www.flickr.com/photos/yggg/774488265/sizes/o/in/photostream/

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Process Consulting Perspective