The BPM Summit is coming to San Francisco (great case studies, speakers and diverse agenda)

The BPM community are chatting about the upcoming San Francisco Summit:
http://bit.ly/SanFranBPM

Here’s a snapshot of the discussion:

Don’t let your existing capabilities and processes hold your business back.

Market volatility. Globalization. Data proliferation. All of this coupled with unprecedented operational, regulatory and economic pressures in a heightened risk management environment. The most effective way of dealing with these global threats?  Remaining focused on what matters: your customers. And that means enhancing enterprise performance to improve customer responsiveness and the delivery of business value.

PEX Network’s Business Process Management Summit offers you the opportunity to drive real customer-centric business transformation while ensuring you are prepared for the challenges – and the opportunities – ahead.

Taking place September 17th – 20th in San Francisco, the conference includes over 20 international experts that will help you visualize, integrate and optimize your business operations landscape.

Atul Bhatt

Vice President, Business Architecture
Wells Fargo
Carol Guedez

Global Head, Quality & Efficiency
Orange Business Services

Mallikarjun Angalakudati
Head of Operational Performance
National Grid
Seth Marrs

GM Sales Force Enablement
GE Healthcare
Paul Harmon
Executive Editor, Business Process Trends
Chief Methodologist, BPTrends Associates
John B. Bertolet
Director, Global Process Management
Schneider Electric

http://bit.ly/SanFranBPM

Recently qualified Open session Certified Process Professional Masters (CPP-Masters)

9 countries – 32 CPP Masters® – 15 companies – Congratulations to all!
Aditya Godbole, Adrian Leith, Alejandro Rodriquez, Amit Kualagekar, Amjad Shaikh, Anneke Fourie, Ashish Sakharkar, Clare Soper, Darren Bryant, Ebey Philip, Elize Lessing, Ernst Kriek, Girivasan TC, Ibrahim Echu, Janine Claasens, Jary Brenes, Jatine Dhaya, Jummai Hassan, Keenan Malinich, Kim Elliott, Luis Benavides, Nilesh Bhawsar, Nirja Sonawane, Parthasaradhy Vuppalapaty, Rahul Jain, Saakshi Sapre, Saroj Shendey, Sinead Goldman, Stuart Soper, Sumeet Khedkar, Uthman Tijjani, Vikas Atri

Since 2006 we have helped qualify more than 25,000 Certified Process Professionals® through the BPGroup open programs – Review the latest www.bpgroup.org


Australia this week – Fantastic PEX event

The PEX roadshow continues this week in Sydney. 

Monday we have the PEX CPP Levels 1&2 (sorry sold out) and Tuesday and Wednesday the Annual Conference at Dockside. Some terrific case-studies and the Awards programme Tuesday evening.

We will be reporting via #cppmaster and if you can make the trip come on down to: http://www.processexcellencesummit.com.au

We have got to get scientific about the Customer Experience (CX)

Customers have become sophisticated, promiscuous, rebellious, choosey and have access to more information than ever before. In fact they know more about your products and services than you do!

Make real the mantra “the customer experience is the process” and let’s get scientific about CX. Join with us as we explore this virgin territory on the way to gaining a true and real understanding of CX across all walks of life. Beyond process and performance we will seek collaboration and turn thoughts into leadership, dreams into action and learning into experience.

To join our tribe and follow us as we launch CX scientifically 🙂 <Enter your email on the left>

The process is over only when the customer says it is.

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Are your processes bounded by the myopia of the organization? 
For instance Procure to Pay,   Order to Cash, Prospect to Customer and so on? 
If so you are in danger of fixing things and doing things right, rather than identifying what you should be doing and doing the Right things.

  The customer experience is the process. Does that work in your organization?

Technology is the means to the end, not the end in itself. It is just the same with pen and paper.

We are all citizens of the Information Age. Fifty years ago the first mainframes were being

deployed and provided us with a fantastic way to automate processes. Unfortunately the industrial age mindset prevailed and we now often have the tail wagging the dog. The technology dictating how we do business rather than the real needs of the customer.

Break out of the left to right, top down, linear straightjacket and create solutions that deliver customer success. After all technology is just todays pen and paper.
Is technology constraining your ability to change?
Does technology slow innovation in your company?
Return to the basics and figure out if it is really contributing, if not scrap it.

If things are changing faster outside than in, you will fail.

Sound obvious but is it really. How do you set about improving your business? Continually improving what you are doing, analyzing, leaning and removing variance? Oops. They say the road to hell is paved with good intention and so it with organizations working hard at the wrong things.

You need to go out and figure what the Successful Customer Outcomes (SCO’s) look like, then come back into your business and ensure everything you are doing aligns with that SCO.

Otherwise you can end up like RIM, Nokia, Kodak and so many other once famous brands now in terminal decline.

What is the balance in your organization. Have SCO’s been clearly articulated and do you know how your work explicitly contributes to them?

The Customer Experience is the process.

Where do your processes start and end?
Procure to Pay? Enquiry to Invoice? If so you are in the wrong place.

Where does the process really start, and end. It certainly isn’t contained by our functional specialist silo’s. You have to go out to the customer need and finish with the successful delivery.

How do you define process start and end? Is that really complete?

To link process with performance we need to rethink what we mean by performance.

How do you measure performance? Is it via the task, activities and outputs your organization achieves? Think about the call center for instance. The number of calls answered, processed and dealt with. Wrong.

Performance should be measured directly by the Outcomes and Results that are achieved. Stop measuring success by number of calls dealt with in 180 seconds and instead ask yourself did we deliver a Successful Customer Outcome?

Look at the Key Performance Indicators. How many measure how much to those that measure what was achieved?