People-Centric Process Management

Copyright ©2010 & 2017 Mark McGregor and Ian Gotts
First published in 2010 with 2nd edition in 2017 by Smart Questions Limited,
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Reviews
This is a topic that is close to my heart. I am a firm believer in
engaging the people in solving problems and improving what
is done. In a world where process seems to mean technology,
this book offers a timely reminder of the pivotal role that our
people play in real success. We have made huge strides here
over the last year particularly in changing the culture to one
where staff are much more engaged in the work and
continuously looking for ways to improve and to eliminate
wasteful activities. We've seen tremendous results in terms of
efficiencies and service improvements. I would strongly
recommend this book to anyone looking to improve their
capability in process improvement or looking to drive real
results from process improvement programmes.
Maurice Chadwick, Operations Director, Bank of Ireland
Much of the literature on business process management
coming from IT vendors and consulting firms is much to do
about serving up answers. But because every company and
every situation is unique isn’t it time to ask questions first?
McGregor and Gotts do just that and more; they provide the
right questions that will guide you along the path to achieving
meaningful business results from your process initiatives.
Peter Fingar, Former CIO, Professor and author
For those with an interest in process management, make this
one of the first books you read. The book’s central lesson –
that deep interaction with people is essential to improve
process performance – should not be forgotten. Although
many analysts, vendors, and IT personnel enjoy discussing the
range and sophistication of functionality in BPM technology,
the authors remind us that all progress finally depends on
human adoption. A process that uses a sharp stick to spear
ii
fish near shore is much more effective than a 60-foot fishing
boat that cannot get out of dock for lack of a capable crew
Jim Boots, Senior BPM Adviser, Chevron
An insightful book about the central role that people play in

any effective business process. Automating and measuring
processes are important, but in the end, it always comes down
to the managers and employees who have to do the work.
This book will make sure you ask the right questions when
you approach your next process project.
Paul Harmon, Executive Editor, BPTrends
This book, particularly the ‘smart questions’, reminds us that
process management delivers value when people find,
understand and adopt the processes in question. As a business
process outsourcing provider we are custodians of the
processes we deliver for our clients and our success in
continuously improving the performance of these services
depends on a people centric approach, with a transparent
understanding of process and performance shared between
service provider and client. It’s a recipe for successful process
improvement and long term client relations. If you have an
interest in this field I’d recommend you take account of the
people-centric questions before considering which business
process technologies to choose.
Sean Murphy, Head of BPO Performance Improvement, Steria
Although some organizations have moved forward with BPM
initiatives and seen significant success, there’s still a large part
of industry which sees BPM more as “yet another three-letter-
IT-acronym” than as a business initiative with real value. This
book helps to demystify how to get started with BPM and see
it for what it can be at its best: a way for organizations to
improve the process of process improvement – collaboratively
iii
driving change, sharing knowledge and empowering their
workforces to participate in improvement.
Neil Ward-Dutton, Research Director, MWD Advisors
There are many books on Business Process Management, and
its derivatives but few address the biggest challenge which is
the People Side of Processes. It is written by two of the
leading authorities in Business Process Management who are
known for their depth of experience and their pragmatic
approach to what is an increasingly important topic. It is a
‘must read’ for all leaders whatever the size, sector or maturity
of their organisations.
Roger Cliffe, Quality Director, Vodafone Group Services
If you take a step back and look at any business process, can
you imagine a business process without a person involved? No
matter how much of the process is automated, at the end of
the day there is always somewhere a person making use of that
process. Think about it, the purpose of a business process is
all about delivering value for somebody. So, the best way to
look at a process is to look at the people involved. This book
tells you where to look.
Frits Bussemaker, Korstmos & Founder BPM-Forum Netherlands
Technology was intended to aid human development, but its

methodology gradually took on a prescriptive and restrictive
role in this regard, tending to forget the people in the process.
Mark and Ian through their work and this book “People-
centric Process Management”, lead the way in bringing us
back to the point where we remember that it is people who
manage technology and people who manage process. This
book is invaluable for all of us, wherever we are and whatever
approaches we use. Because the book is not intended to be yet
another roadmap, but instead it leads us to ask the right, smart
questions and to aid us and our organizations on their journey
and to keep our eyes on the end users. Keeping the issues of
iv
all our people, teams, users, stakeholders and customers as a
central theme.
Hardus Snow, CEO South African Development Foundation

It's a refreshing change to see a book solely concentrate on the
'business' side of Business Process Management and not only
this, but the very People that make the organization run like
clockwork whose opinion and input are often ignored during
change. The book balances existing and new ideas side by side
with some interesting case studies which the reader can
instantly recognize and relate to within their own enterprise.
The people-centric Smart Questions are thought provoking
and guide the reader through the challenges of implementing
process management, such as process governance, risk and
controls, cultural change, whilst introducing new topics for
consideration like Cloud BPM. Overall a good introduction to
the human side of Business Process Management without the
IT jargon.
Theo Priestley, Independent BPM Strategist and Analyst
v
Authors
Mark McGregor
A former Research Director with
Gartner, Mark has worked in the IT
Industry for over 30 years, he has held
executive positions with a number of
software vendors, specifically in the
Process Modeling, BPM and Enterprise
Architecture markets. Well known for
his ability to help companies bridge the
gap between business and IT, more
recently he has focused helping business
understand how to maximize the value
of process programs, from both a people and systems
perspective.
Mark has authored four books In Search of BPM Excellence,
Thrive! How to Succeed in The Age of The Customer, Winning With
Enterprise Process Management and Extreme Competition. The range
and depth of his experience lead him to be sought after for
speaking, advice and workshops by users, vendors, analysts
and conference organizers.
[email protected]
vi
Ian Gotts
Founder and CEO of Elements.cloud.
Prior to that he was founder and CEO of
Nimbus who developed an On-Premise
process mapping solution to major
corporations including Toyota, Chevron,
Nestle, and HSBC Bank. Nimbus was
acquired by TIBCO in 2011.
He is author of ten books, Common
Approach, Uncommon Results and Why Killer
Products Don’t Sell and two Thinking of… books on Cloud
Computing which makes him a sought after conference
speaker.
[email protected]
vii
Table of Contents
1 Why People-Centric Process Management....................................... 1

2 The Business of Process Management .............................................. 9
3 The Process of Change ......................................................................18
4 The Wisdom of Crowds ....................................................................30
5 Dealing with the IT Dilemma...........................................................39
6 Ask the Smart Questions ................................................................... 46
7 The People-Centric Process Management questions ....................50
8 People ...................................................................................................52
9 Process ................................................................................................. 67
10 Technology ........................................................................................ 94
11 Funny you should say that ........................................................... 117
12 Final Word...................................................................................... 159
viii
Acknowledgements
For me this book is the result of a 5 year journey. A journey
into trying to understand more about what makes great
companies great and why others despite all the best intentions
and technology seem on occasions to fall a little short. Along
that journey I have met with thousands of people, all of whom
have helped to refine my thinking in various ways. My first
thanks has to go to all those who have attended my seminars
and training programs, for you have allowed me to share
thoughts and test ideas, you also provided me with new
insights and stories. In understanding better what makes the
difference in business there is no substitute for spending time
with the leadership, in this respect I owe a debt of gratitude to
Kishore Biyani, CEO Future Group, R. Santhanam, Chairman
Hindustan Motors, Karen Slabbert, MD Gallagher Estates,
Roger Cliffe, Director Vodafone and Maurice Chadwick,
Director Bank of Ireland – all of whom gave their valuable
time to sit with me and share what had worked and what had
not worked in their business.
As I learned more about the importance of people in change,
it seemed only right to learn from the best in the personal
change field and in this regard I would like to thank Dr
Richard Bandler, John and Kathleen LaValle and Robert Dilts
in particular, through their research, training, and patience in
working through my questions, I believe I now understand
more about motivation and personal change than I ever
thought possible. The last group of people who shared their
lessons and insights into human behavior with me are a
number of very special people in India, HH Sri Sri Ravi
Shankar, Sri Meher Chaitanyaji, Sri Bharati Tirtha Mahaswami
, Sri Vijayendra Saraswathi, Kailash.C and my “brother” Sai
Sridhar – you have all shared so much and given so much, I
remember well my promise to each of you, that I will use the
ix
gifts you have given me in the best way possible, to help as
many people as possible achieve their dreams and realize the
happiness they seek.
Finally, I want to thank Ian Gotts. I have been talking about
this book for so long, but not actually writing it. Ian without
your prodding, pressure and support I may still only be talking
about it today, so thank you.
Mark McGregor
x
Foreword
Success in improving performance requires the right mix of
focus on people, process, and technology. This book
emphasizes the central role of people in this respect. The
authors remind us that this idea is not new – but it’s an
important one that merits reinforcement. There are some
other ideas in this book that are also not new, yet are seldom
practiced. These include; viewing the business from the
“outside-in” or the customer’s point of view, remembering
that the single most important objective of process
improvement and management is to improve organizational
performance, and that the central role of technology is to
enable operational performance. Mark McGregor and Ian
Gotts also reinforce these not so novel, but extremely
important ideas.
I have been working in the area of process management for
nearly two decades. Far too many companies fail to involve
the right people in the right way when they engage in process
management – and are then astonished when they end up with
sub-optimal results. Over the years, I have also seen a
significant proliferation of improvement methods and tools;
total quality management (TQM), business process
improvement, reengineering, six sigma, lean, lean six sigma,
and most recently business process management (BPM) – just
to name a few. Each major improvement method emphasized
in theory that we need to look beyond local efficiencies and
examine the entire system of people and processes. In
practice, this rarely happens. Instead, the pragmatists take
over.
They use phrases like “don’t boil the ocean.” They argue for
projects of small scope, largely defined within departmental
boundaries and by so doing fail to take advantage of key
opportunities that occur at cross-departmental hand-offs.
xi
They accept sub-optimal results in exchange for a scope where
they can exercise control. They fail to pay sufficient attention
to people.
Only about 30 to 40% of major improvement efforts achieve
stated goals. Why do companies continue to struggle given the
long history of process thinking? Change is hard and process
improvement and management almost always involves
significant change. There are probably more ways to fail than
to succeed.
However, the pitfalls of a fragile case for change and putting
methods before outcomes are two of the major culprits, and
attention to people is a large part of the story in each case.
Every successful process based project relies on a compelling
case for change that engages both the key members of the
leadership team and motivates employees at several levels to
collaborate in achieving a common cause. Executives, middle
managers, and employees are people too. When there’s a
fragile case for change one or more of the following
conditions exist; the overarching vision and the specific goals
of the initiative are unclear, there is a lack of collaboration
among the members of the leadership team, there is a lack of a
compelling story as part of a solid communication program to
engage middle managers and front line employees.
A compelling case for change is usually built on a foundation
of either an imminent threat or a perceived major opportunity.
The core message is either, let’s join forces and change how
we work to survive or let’s join forces and change how we do
things to prosper. In some instances, there is a real threat and
in other situations, a story is woven to create a threat. The best
test of a compelling the case for change is whether people
become willing followers and whether they are motivated to
act with urgency.
Executives, middle managers and front line employees all need
to understand the point of change in the same way and also
xii
agree with it. That’s why the case for change needs to tell a
compelling story that speaks both to the head and the heart.
This is where viewing operations from the customer’s point of
view becomes important.
Customers are people too, and they don’t care how your
company is structured or what technology you have chosen to
deploy. They simply want what they ordered, when they asked
for it, complete, error free, and a high level of responsiveness
to their questions and complaints. By viewing the business
from the customer’s perspective, executives can gain insight
into a new set of metrics that can assist them in re-framing
performance and can craft stories that engage the work force.
That’s important because what motivates executives doesn’t
necessarily motivate employees.
Executives care about competitive position and competitive

advantage. Employees care more about other factors such as;
providing superior customer service, making a difference, and
improving their own working environment.
The other major pitfall occurs when companies fall into the
trap of putting “the how” (methods and tools) ahead of why
and what. This occurs whenever a selected method of
improving or transforming operations overshadows the
desired outcomes for customers and shareholders. This can
happen with any of the currently popular improvement
methods and tools. In emphasizing one of these methods and
tools, often with quasi religious zeal, subject matter experts get
caught up in the selected method or tool and are often able to
draw executives along with them, as executives have a
fondness for jargon and do have a tendency to chase fads.
These companies preach customer satisfaction but practice
cost reduction. In their fervor, they often forget to look at the
business from the customer’s point of view – or the “outside-
in”. They don’t involve all the right executives in the right way,
xiii
and pay insufficient attention to how certain changes may
affect the people who will have to make the new process
work.
So all kinds of people; executives, middle managers,
employees, customers, suppliers, matter enormously when it
comes to achieving significant and sustainable success in
process based improvement.
Technology matters too. In fact, as the authors argue, it is
difficult to imagine any major improvement effort that does
not rely on enabling technology. That requires bridging the age
old IT-business divide, and deploying IT to serve the needs of
the business such that IT systems help people do work how
they want to work. This will only happen when IT people
come to better understand the needs of the business and the
needs of the end customer.
You will find this book to be thought provoking. Take the
time to review the people, process, and technology questions
in Chapters 8 through 10. Reviewing these questions,
answering the ones that apply to you with candor, and
formulating your own “smart questions” is hard work – but
worthwhile indeed.
What you will get out of it will be directly related to what you
put into it. The good news is that Mark McGregor and Ian
Gotts have created some useful guidelines and a “smart
question” template that can launch you on your own journey
in getting better at process based improvement and
management.
Andrew Spanyi
xiv
Andrew Spanyi’s work in the area of process management is recognized
internationally. He has written numerous articles and two books on
process management - More for Less: The Power of Process Management and
Business Process Management is a Team Sport: Play It to Win!!
For further details please visit www.spanyi.com
xv
Who should read this book?
People like you and me

This book is not technical, nor was it ever intended to be. It is
aimed squarely at those who see IT as a utility that should be
consumed to serve the business. Not the reverse. People like
you and me.
This book is intended to be a catalyst for action aimed at
leaders of process change or transformation projects. They
have such a wide range of job titles that this Chapter would be
20+ pages if I tried to list them all. So instead we have
decided to show some of the types of project that BPM is
relevant to.
Process Improvement
Perhaps you are looking maximize organizational
performance, drive up quality and conformance and enable a
more agile response to change. According to surveys, less than
20% of business activities are capable of automation. The
remaining 80%+ remain manual processes, knowledge about
which may be the most valuable intellectual asset which your
organization possesses. How are you safeguarding and
improving that knowledge?
Performance Management
Improving performance is a high priority for every senior
executive. Many now realize that it is not enough just to
identify and measure Key Performance Indicators (KPIs).
Measuring KPIs helps identify under-performing business
areas, but will not provide the means required to fix them.
That’s performance reporting not performance management.
xvi
Software Implementation
Behind every ERP & CRM implementation is the desire to
drive business transformation. But change management is
hard – as often said “The soft stuff is the hard stuff”. And if
done badly, you can be sure that user adoption and the
resulting ROI will fail to meet target.
Corporate Governance, Risk and
Compliance
Every organization faces a greater regulatory burden - for
example. FSA regulations, Basel II, Sarbanes-Oxley, ISO 9000
and ISO 17799. Yet compliance in itself is seldom the end
game. After all, a well run business will pass audits more
easily, but more importantly, it enjoys greater efficiency, safety
and compliance at lower cost; the real end game.
Lean and Six Sigma
Lean Six Sigma is a business improvement methodology
which combines tools from Lean Manufacturing and Six
Sigma. Lean focuses on speed and lower waste; Six Sigma
focuses on quality. By combining the two, the desired result is
better quality faster and is applicable to any organization type.
Process Management is the bedrock on which to build such
initiatives.
xvii
Outsourcing
Whether you are an outsourced service provider or a client
looking to outsource, one thing is clear. You need end-to-end
process visibility and governance. Process management will
ensure that you have a collaborative framework for
performance improvement rather than an abrasive client-
vendor relationship driven around a set of SLAs that are set in
stone.
Quality Management
The quest for Quality Management should start with a robust
examination of your business processes. Take a holistic view
of processes across your organization so you can provide a
real-time, contextual view of all activities, related quality
requirements, performance, resources, systems,
documentation and activity ownership. Successful quality
accreditation should then become a by-product.
xviii
How to use this book
This book is intended to be the catalyst for action. We hope
that the ideas and examples inspire you to act. So, do whatever
you need to do to make this book useful. Use Post-it notes,
photocopy pages, scan pages, and write on it. Go to our
website and email colleagues the e-book summary. Rip it apart,
or read it quickly in one sitting. Whatever works for you. We
hope this becomes your most dog-eared book.
Clever clogs – skip to the questions

Some of you have a good understanding of the BPM and have
a pretty good grasp of the implications, benefits and risks.
Therefore you have permission to skip to Chapter 7 where the
structure of the questions is explained.
But before you go, please read “Getting Involved” on the next
page. You can always come back to Chapters 1-5 later.
xix
Getting Involved
The Smart Questions community

There may be questions that we should have asked but didn’t.
Or specific questions which may be relevant to your situation,
but not everyone in general. Go to the website for the book
and post the questions. You never know, they may make it
into the next edition of the book. That is a key part of the
Smart Questions Philosophy.
Send us your feedback

We love feedback. We prefer great reviews, but we’ll accept
anything that helps take the ideas further. We welcome your
comments on this book.
We’d prefer email, as it’s easy to answer and saves trees. If the
ideas worked for you, we’d love to hear your success stories.
Maybe we could turn them into ‘Talking Heads’-style video or
audio interviews on our website, so others can learn from you.
That’s one of the reasons why we wrote this book. So talk to
us.
[email protected]
xx
Why People-Centric Process Management
Chapter
1Why People-Centric Process

Management
If we can really understand the problem, the answer will come out of it,
because the answer is not separate from the problem.
J. Krishnamurti (Philosopher, 1895 – 1986)
T HE lights dim, the audience quietens in response - and

you step towards the rostrum. It was an extraordinary
honor for you, Richard James, an amateur conductor,
‘mere’ business CEO, to be invited to do a cameo with
the Vienna Philharmonic.
It was a simple piece of course, an early Mozart piano
concerto, featuring a young Chinese pianist. But snow at
O’Hare had cancelled two days
of flights – so there had been
no time for any rehearsals at
all. Gulp - you lift the white
baton to gather the orchestra.
It was now or never. Hell, this
was more nerve-wracking than
any investor presentation.
But, really, what could go
1
wrong? You knew the piece intimately. You had even

conducted it before. And the Vienna Philharmonic musicians
were among the world’s finest. So relax and enjoy.
It was the second bar when you realized something was awry.
The orchestra was going faster than you’d ever imagined.
It came crashing into your head that they were using the
revised October 1782 score, while you had the original
September 1781 score in front of you. Never mind – maybe
you could still get through this.
The orchestra built raggedly towards the entry of the soloist,
their eyes looking at you in increasing bewilderment,
wondering why your arms were off-beat.
You turned to introduce the pianist. She played from memory
of course. It was half a bar later that you realized that she was
performing Mozart’s later revision of this work – his January
1783 score, which was much the same, except for the revised
timpani line.
The music careered along, jumping and spluttering like a car
with water in the tank. Maybe it was OK for an amateur – you
might just make it to the end.
But not much can survive when the timpanist is confused. The
cacophony grew. Only true grit could save the day. You waved
and pummeled the air, and pulled them through into the final
bar - and silence.
First one clap, then another, then spreading around the hall –
until finally tumultuous applause. You bowed, amazed, and
left the podium.
In the wings, you overheard a radio presenter gushing into his
microphone: ‘…a stunning new interpretation of Mozart in
the style of Philip Glass …’
2
A miraculous survival – again. But as you headed back for a

final bow – and definitely no encore – your thoughts turned
inexplicably to work.
How well are your teams performing? Is it that talented
heroics are required because everyone has a slightly different
or no view of the playbook? How much more profitable could
your company be if their skills were harnessed and directed?
Didn’t you just put that process improvement project on the
backburner? Wasn’t it aimed at getting consistent processes
and documents delivered real-time to all staff.
Hey, you might even get the Europeans onto the same page, at
last.
The pressure of change

With the phenomenal pressure on organizations to make
changes and fast, it is inevitable that processes are increasingly
seen as holding the key to success. The idea is of course not
new. Right from the earliest days of the Industrial Revolution
processes have been created, changed and improved. Today, it
seems that any talk of process is almost inevitably linked to
talk of technology and how technology is required in order to
deliver changes.
In the Business Process Management (BPM) world, we are
seeing all kinds of variants on how that technology can be
applied. We have System Centric BPM, Document Centric
BPM and Human Centric BPM to name but a few. However,
it is our contention that the missing link in many of these is
People. So much of the focus has been around technology,
doing things to people or replacing people, when instead we
need to be engaging with people and helping them achieve
their goals better.
We are not alone in this belief.
3
“We believe regardless of the middleware stack that customers choose,

their biggest challenges are going to be around the people, processes and
technologies that will allow them to meet or exceed their business objectives
of agility, performance, security, availability and change.”
Kelly Emo, Senior Product Marketing Manager, HP Software
So here we see one of the world’s largest vendors reminding
us at one level that we need to stay focused on the business
goals, while at the same time reminding us that process and
technology without the people element is not enough.
Conversely, we are of the belief that simply taking a non-
technology approach to process improvement is to ignore the
vital role that technology plays in our everyday lives and the
opportunities that it creates for our businesses.
When promoting the idea of People-Centric Process
Management, it is not our intention to suggest that other ways
are wrong or that a new category is needed. This would only
muddy the water even more. Instead we argue that by coming
at your process improvement or process management project
from the personal angle will actually assist you in making
changes more easily. It will lead to faster and more sustainable
results and to help avoid many of the problems that are faced
by people following the existing tried and tested approaches.
What we are suggesting is not new. We have never been fans
of ignoring the past and chasing Silver Bullets. Instead we are
taking a look at what organizations that have successfully
made moves in the direction of being more process oriented
and distilling the essence of what makes them different and
then sharing this with you. We have no desire to make you or
your company into something you are not. But we do believe
that the ideas and experiences here can help your company be
the best you can be.
Whatever your business, the chances are that the processes
that you might want to work on, document, or communicate
4
are currently carried out by people. These people are smart,

they understand how to do their job, and in many cases know
how to get round failings in the current processes or
procedures. They as individuals have more knowledge about
the process inside their head than any process diagram or
model can ever hold. Even the best analysts will struggle to be
able to understand the complete process better than they do.
And, probably their managers struggle as much as the analysts!
How many call center managers regularly take to the phones
and force themselves to work through the exact methods that
their staff do? Not enough.
Engaging with real end users

So as a first stage we suggest that it is better to engage with the
end users who actually do the work, rather than through
business analysts who are proxies for the end users. This is
something that many people do, although we have seen a
tendency to move toward electronic communication or
conference calls. We suggest that if the problem you are
working on is important enough then a more human approach
using live workshops is not expensive in the long run.
If we were to tell you that we have looked at how you work
and decided that we know better than you do how it should be
done, how would you feel? We suspect that your first reaction
might be “who the heck do they think they are” or something
similar. So the chances are you would not be very receptive to
our ideas for change.
On the other hand, if we suggested that there might be ways
of being more effective and asked for your opinion then you
are likely to tell us. If we were to then drive out the
improvements in a joint workshop we are likely to find that
you would not only embrace the change, but possibly even
thank us for it!
5
Your people who are doing the work know what works, what
doesn’t and how it can be improved, so let’s build on that.
IT needs to change, not people

When it comes to implementing technology systems the most
common complaint that many of us hear is that we seem to
always have to change the way we work to suit the system.
Very few technology systems seem to work the way that we do
or enable us to work the way we want to. For years
technologists have come up with reason after reason to justify
why we need to change. We suggest that the balance is
changing. If you wish to sell technology systems to business
users you have to show how it supports the way that people
want to work. As people become more aware of technology,
they are also becoming more aware of the fact that systems
can be changed and interfaces redesigned to suit their needs.
This will certainly increase the pressure on IT people to
understand intimately the roles and requirements of the
consumers/users of the systems they are building.
IT is just a department within the business and like the other
functional groups it is staffed and run by people. There are of
course those who suggest IT folks would be more like people
if they got out more! But we think that is very unfair and is
something of a throwback to the early days of computing.
Where they are right is that people in the technology field are
likely to have schooled, studied and worked almost exclusively
in the technology field and this gives them a very myopic view
of the business world. How many of your IT people came up
through the ranks of business before coming across to IT?
We are reminded of a client we used to deal with many years
ago, a large financial institution in New York. One day our
contact called to say that they were moving on and that we
would need to deal with someone else. We thanked them,
expressed our sympathy and then asked where they were
6
going. The reply surprised us. They said that actually they had
to move out of IT and back into line management in the
business. It turns out that this company had a policy in place
to ensure that all staff had to rotate out of specialist
departments like IT, Sales and Marketing into core business
units on a regular basis. The price of not doing so was to be
ignored for all future promotions. The benefit of course was
that when they rotated back they had new appreciation and
understanding of what challenges the business faced. This is
something that will have been copied by too few organizations
over the years.
It reminds us that IT is not the only area that can become
disconnected. The same can be true for almost any
department in an organization. In our modern world it may be
that our quest for specialization has gone way too far. Once
upon a time an MBA was a cross functional qualification. It
was a point in one’s career and learning where the horizons
were broadened so that people became capable general
managers. Now it seems that even in MBA land we can stay
within our specialist area.
People are everywhere

In summary we believe that by thinking of people – the people
that do the work, the people that manage the work, the people
who are undertaking the improvement projects and the people
who are our customers - is the smartest way of ensuring our
best chance of success.
The more we focus on people as people, learning better ways
of listening, understanding and communicating with them,
then the less chance we have of creating resistance to change
and wondering why group A is not able to communicate
clearly with group B.
7
We offer this as an alternative way of thinking about your

projects, programs and businesses. To work out whether it
applies to you then think about the following statement.
If what you are doing now is delivering everything you desire then keep
doing it. If however what you are doing is not delivering all that you
desire, then do ANYTHING else but that!
In Chapters 2, 3, 4 and 5 provides some insight into how you

can increase your chances of success. As you read these
Chapters you will notice that although we provide thoughts,
ideas and experiences, we do not provide you with a
prescriptive “How to”. This is intentional as the whole
purpose of a book like this is to help you to ask the right or
Smart Questions. It is one enabler in assisting you to find your
own path.
In Chapters 8, 9 and 10 we start to look at the questions you
need to think about. In addition to the questions we provide
some of the thinking behind those questions. You may not
need to be able to answer all the questions, but at least
knowing the questions may help you understand some of the
potential gaps in your thinking.
Finally in Chapter 11 we wanted to share some stories of
success with you. In these we hope you may find some
inspiration that helps you identify ways that might work for
you, ideas that could help you build businesses cases more
easily, or simply the motivation that helps you realize that the
time for change is now.
8
The Business of Process Management
Chapter
2The Business of Process

Management
An organization's ability to learn, and translate that learning into action
rapidly, is the ultimate competitive advantage.
Jack Welch (former GE CEO, 1935 - )
W HEN starting out on Process Management, there

has been a great tendency to focus on methods and
tools. We suggest that such a fixation is a mistake.
Process Management is fundamentally about
improving the performance
of an organization. This
simple statement is very
often forgotten in the rush
to apply the latest or
greatest technology. No
technology however great, is
of any value unless it is
going to help improve our business achieve its stated goals
and objectives. Sounds, simple and seems like a statement of
the blinding obvious, but if it is then consider the following.
9
In our experience, over 60% of people undertaking process

improvement projects in public companies do not know what
the corporate objectives of their company are! An even higher
percentage, perhaps as many as 80%, have not or do not read
the annual reports that their company has on public record.
Without taking the time and making the effort to understand

the overall business objectives, the real business performance
gains from change and process projects can become
something of a lottery.
Companies such as Toyota, General Electric, South West
Airlines and FedEx are frequently touted as great examples of
organizations that have and do use process effectively in order
to deliver business results at levels far above their competition.
In the case of Toyota (Lean) and GE (Six Sigma), many
people set out to copy the approaches they used in order that
they too can reap the rewards. But take a moment and ask
what things these organizations have in common? We are sure
that you will have many things on your list, but we hope that
you will agree with the following; Innovation, Teams, Creativity,
People, Process and Customer Centricity.
So you set out to emulate in some way the achievements of
these great companies. However, what we actually find is that
people take the approaches (Lean, Six Sigma, etc) and then use
them to focus on; Rules, Regulations, Policies, Procedures, Individuals
and Tasks. Small wonder that despite all the effort, the rewards
do not seem to come!
If your objective is to learn from these organizations, then at
one level focus on the things that they did e.g. People and
Process, while at the same time doing it the way that they did
it. They did not simply copy someone else’s method, they
created one of their own. These organizations took some
ingredients out of a number of other methods, ideas and
approaches and then created their own recipe for success. We
10
suggest that in considering how best to implement a Process

Management, you should consider doing the same. Remember
also, that the approach they may be known for today, was not
a one shot. In the case of GE they had tried and failed several
times to get process thinking embedded into the organization,
before taking those lessons of failure and wrapping them into
their flavor of Six Sigma.
Something else that these organizations had in common was
their focus on solving business problems. Each of them did
not bring in the new techniques or practices of working until
they had identified that they were not solving business
problems the old way.
So if what you are doing is delivering all the results your

business needs, then Process Management is not required.
However if what you are doing is not delivering what you
need, the best advice is – “Do anything else than what you are
doing”.
For the remainder of this Chapter we will consider some of
the more common business drivers from a slightly different
angle, which we think can increase the level of success of your
process projects and thus contribute more positively to the
performance of your organization.
Increasing revenue
Every business is looking to cut costs. But the best companies
know that actually it is waste they want to cut, not cost. Of
course the action to reduce costs may also be driven by poor
or ineffective management. This may sound harsh, but allow
us to explain. If we assume that the objective of business is to
generate profit then we all know this is simply what is left after
we deduct cost from revenue. Again, stating the obvious, we
could of course leave costs alone and simply increase revenue!
11
How many of your process and change projects are geared

towards winning new customers? Increasing business from
existing customers? Stemming customer attrition? These are
all ways in which we can contribute positively to the top line
of our business.
Experience shows that executives hear almost every day some
new way of cutting costs, but rarely are they presented with
new or novel ways of using what they have to help increase
revenue. We also suggest that if you are trying to construct a
business case for process management or change, it will be
even more powerful if it links to increasing revenue.
As part of any business case you put forward you should
consider adding a section that explains how the initiative can
help to increase revenue. Enabling businesses to grow in a
healthy way is vital if we are to create the vast numbers of jobs
that are required to offset the troubles of the past few years.
Reducing waste
During and immediately following the Credit Crunch most
organizations are having to find new ways of operating. For
many this means looking to reduce costs. It seems that
increasingly people are turning to Process Management as a
way of reducing costs and trying to manage their way out of
the situation. And for some this may well be the correct
approach. The challenge will be how well apply it. Will they go
with a sledgehammer to crack a nut, or will they look at the
wider possibilities and allow themselves to position for
success?
It will be fascinating to see whether we go for the history
repeating approach or learn the lessons from the past. Those
with long memories will remember that Business Process
Reengineering (BPR) was seen as a tool to help businesses out
12
of the earlier recession, then as business picked up people said

that BPR did not work and was too blue sky. The lesson of
course is that everyone was focused on removing cost as
opposed to removing waste. It is the removal of waste that
will serve us when the upturn in the market starts.
Now though, there is a need to chase efficiency and whilst
true to form many will simply ask their purchasing people to
squeeze their suppliers, we suggest that this is a lazy approach
and is management acting without managing. Simply taking
costs out of a business across the board has never been seen
as a successful long term survival strategy in the past and there
is no reason to believe it will be the right strategy for the
future.
Instead managers should focus on getting a better handle on
their cross functional or business processes and allowing their
own staff to identify waste or non-value adding activities that
can be eliminated. By removing waste, as opposed to cost, will
mean that the company is not being damaged in any way and
will in fact be in a better position to serve its customers in the
market upturn. Some smart organizations may well realize that
if they do this well, they may actually be able to go to their
clients and offer cost reductions without being asked. This will
forge stronger relationships and potentially even increase their
market share. Now, wouldn’t that be neat? Remove waste,
leading to lower costs, which leads to higher revenues. Seems
like a win-win.
Greater effectiveness
We know that we need to be efficient, but what if we are
efficient without being effective?
The difference between the two is that efficiency tends to be
an inside out perspective - what can we do to be more efficient
(improve OUR processes, cut OUR costs, remove waste from
OUR system). On the other hand effective is an outside in
13
perspective. It does not matter what we want to do. What

does matter is what the customer wants from us and how can
we deliver it to them to the quality they seek at a price they are
willing to pay. This causes us to do only the steps we need to
and therefore eliminates unnecessary work and doing things
that customers won't pay for.
A classic example here is the auto industry. Whether we
consider the ailing US firms or the almost totally non-existent
UK firm is of no consequence. In both cases in response to
pressure from Asian car companies the US/UK manufacturers
seemed to chase two things in particular. Quality and
efficiency. They woke up to the fact that they needed to
drastically improve their quality and efficiency, they tried (and
are still trying) to become more efficient, producing their cars
at lower costs. They have all to a greater or lesser degree made
some major strides in both of these areas.
However, notwithstanding the current financial crisis, as
Barack Obama suggested last year, the US car firms have still
not made the changes they need to in order to give themselves
a real shot at long term survival. Unlike their Asian
counterparts they were too focused on efficiency and not
enough on being effective. If we look at the world market for
autos over the past 10-15 years we see that it is Japanese
companies who have consistently delivered the products that
customers wanted, not merely trying to find innovative ways
of getting customers to buy what the manufacturers wanted to
make!
Truly successful organizations in every sector have proven that
understanding what the customer wants and will pay for is
critical. To operate processes that deliver to these criteria
makes sense. To then identify ways of ensuring that the
required activities are executed efficiently is obvious. It is these
things when taken together that means we are and can be
effective and makes our processes world class. To do anything
14
less is to waste time, money and other resources and to risk

the entire health of the enterprise.
By way of an example of how "efficiency" by itself can be
misleading, consider the following quote:
RBS was a slightly odd organization in those days. In many ways, it
appeared remarkably successful. Having acquired NatWest and
expanded massively in the US, it was one of the world's biggest and most
profitable banks. But it was always rather secretive and surprisingly
defensive: I'm struggling to remember a single on-the-record interview given
by Goodwin to a broadcaster or newspaper. It was more inward looking
than most huge international companies, and was very prickly about even
mild criticism. That said, many in the City, and many journalists,
admired the bank for its efficiency and Goodwin for his "Fred-the-shred"
moniker - his reputation as perhaps the most fearsome and effective cost-
cutter in UK corporate life. So it's striking that the new chief executive,
Stephen Hester, has identified some £1.5bn to £2bn of cost savings at
the bank, which are apparently above and beyond what has already been
disclosed. And Hester will announce as much this Thursday.
Robert Peston, BBC Business Editor in Feb 2009
Here Peston is talking about a company that was seen as
successful as measured by its industry peers and its apparent
efficiency. The key points being that it was defensive,
unwilling to accept criticism and inwardly focused. How many
organizations can we think of that these terms could apply to?
Had they been more focused on being effective they would have
able to learn from criticism, been more focused on the needs
of their customers, constantly questioning whether there were
better ways of doing things and looking at business in a more
cross functional way. Given the problems in the whole
financial sector, it would be naive to suggest that these things
alone would have prevented failure. Of particular note though
is the fact that even one of the most apparently efficient
organizations in their industry can mysteriously find such
15
amazing amounts of additional savings when push comes to

shove.
Being effective, still enables us to gain from efficiency, it just
enables us to ensure that we are focused on ensuring that we
are doing what we actually need in order to survive and thrive
in business.
Enhancing customer service

However we look at it, most businesses can and will only
survive by delivering on service excellence. We can call it by
any name we like, but the fact is simple, if we do not deliver
products or services that delight the customer, someone else
will and we will lose customers.
The customer is King, he can fire everyone in the organization from the
CEO down – simply by spending his money elsewhere
Wal-Mart founder Sam Walton
Process Management offers some great opportunities to
enable us to take our customer service to a whole new level.
Unfortunately, to date many organizations are using the label
of service to simply force customers into either interacting in
new ways or pushing work out of their organization and on to
the customers. This approach is not so much about delivering
quality customer service as it is about removing cost from our
business.
Our experience suggests that when considering processes one
should start with the customer. It is amazing what you can
find when you simply ask what an activity or process is doing
to contribute to the desired result the customer requires. The
chaotic way in which our organizations have evolved usually
means that we have many rules, policies and procedures being
in place for historical rather than current business reasons.
16
Of course, these customer centric processes also enable us to

focus on what it is we actually do and need to do, rather than
what we want to do.
Focusing on customer service is vital for many reasons.
Surprisingly enough, happy customers stay with us longer and
spend more money thus increasing revenues. Processes that
focus on the customer tend to be more effective, thereby
eliminating much waste.
Most process improvement programs focus on cost reduction
or increased efficiency. But think for a moment about how
much better your business might be if instead it focused on
waste reduction, increased effectiveness, better customer
service and increasing revenue.
The idea is not for everyone, but we are certain that if we were
to look back we would see that the truly great companies have
not been content to simply find new ways of doing old things.
They will have focused on doing new things in new and
innovative ways. Always willing to use the lessons of the past,
but blending it with the shiny and new.
If you do think that perhaps changing your thinking and
coming at things from a different perspective is right for you,
then the discussions in the next few Chapters will help you to
consider ways to supplement the approaches you already use.
Retain the values, rewrite the rules
Kishore Biyani, Managing Director, Pantaloon Retail
17
The Process of Change
Chapter
3The Process of Change

It is change, continuing change, inevitable change that is the dominant
factor in society today. No sensible decision can be made any longer
without taking into account not only the world as it is, but the world as it
will be.
Isaac Asimov (Author, 1920 - 1992)
I F you talk to people about how they go about

understanding and improving processes, pretty quickly the
discussion descends into
a debate around methods
and tools. We soon find
ourselves discussing the
relative merits of BPM vs.
Lean Sigma vs. Six Sigma, of
EFQM vs. AQPC, which
modeling tool to use or which
BPM vendor to talk to.
Very soon people are talking
about how they are going to analyze processes and problems
and how they are going to improve or automate them. Keep
talking and listening and eventually two things will come up.
Firstly, there will be a discussion around how the method or
18
technique needs to be applied but how they don't have the

budget for training, and secondly that they know how to do it
but people are simply not buying into the change. Of course
other issues such as communication and lack of management
support are also factors, but in some ways these also relate to
the issue of change.
We have found it fascinating over the years just how few
people or organizations have in place or have even studied the
"Process of Change." If change is so important to us and is
such an ongoing thing, then why does every organization not
have a well documented and well exercised process for
change? Why do people not understand that effective change
begins not by analyzing the problem, but instead by
elaborating the opportunity and eventual goals and aims?
Perhaps it is something to do with the lack of breadth of our
studies or perhaps it is because the people we rely on to do the
work are analysts and naturally they are good at analyzing
problems.
To the man with a hammer everything looks like a nail
Mark Twain
The same struggle also takes place in the field of personal

change. On one side we have old school traditional therapists
for whom the analytical approach is the one upon which they
rely. On the other hand we have the newer breed of people
who practice more holistic ways of helping people, and they
are proving that Neuro Linguistic Programming (NLP) is a
major step forward.
Just as with IT and process change, the starting point for the
old-school is to analyze what exists and to ensure that this
fully understood. Only then to do they lead people in a new
direction. For practitioners of a more holistic approach, the
best way is to light up the destination first and then simply to
19
show people how to get there. It seems that this can in many
cases be faster and certainly appears less painful. The key to
this approach is a deep understanding of the process of
change.
There are always new ways of doing things. The old is not bad,
just old. New does not have to be good, just new.
The art is to blend what works from the old with what works
from the new and that delivers the best results in the shortest
practical time with the least possible pain.
In order to be better able to consider new ways of working we
would suggest that perhaps some in the process community
might benefit from studying more widely. Process, like so
many disciplines today, seems to suffer as a result of “in-
reading”.
By way of a change the following might assist in generating

new ideas or new trains of thought; Daniel Pink's A Whole
New Mind, Malcolm Gladwell's Blink, Robert Cialdini's
Influence: The Psychology of Persuasion and Marcus Buckingham's
First Break all the Rules. All of these address the area of change,
which is what we are about, but from different angles.
We especially recommend any books on the areas of creativity,
innovation and communication as these will help focus our
minds on solutions rather than problems.
Understand the Phases of Change
It is one thing to understand how the cycle of change works in
order to effect change. However it is another to know when to
apply it. Some years ago Dr Cynthia Scott and Dr Dennis Jaffe
created what is known as the Scott and Jaffe Change Curve.
They identified that there were four stages of transition; these
are Denial, Resistance, Exploration and Commitment. We
have reproduced a version of the curve below.
20
It is suggested, and supported by a large body of research, that

when any of us is faced with change that these are the stages
we go through. In addition it should be noted that when in
Denial we are very much thinking about the past and the
external environment – “ They can’t do this, everything was
going great” as we move to Resistance we are still thinking
about the past, but now about ourselves too – “I liked things
the way they were”, then as we go through to Exploration we
are still thinking about ourselves, but now we are thinking of
the future “I’ll never be any good at this” or “I can’t imagine
enjoying that”, finally as we move to Commitment we remain
focused on the future, but once again think outside ourselves
– “This will be better for the planet” or “The team needs to
change to be successful”
21
Depending on the individual's personality and the magnitude

of that individual's perceived loss, reaching the Exploration
and Commitment stages can be difficult for both the
individual and the organization in which he or she works. We
should also remember that we are all going through the curve
all the time and may be at different stages at the same time.
We could be denying change with our partner, resisting change
with our children, while exploring changes with a social group
and actually be committed to changes at work and many other
things concurrently.
Understanding this multiple position mindset is vital for us in
process improvement, for we need to be applying the right
strategy to help people. Very often when someone is seen as
being negative we assume it is about changes at work, when in
fact they could be exhibiting negative behavior as a result of
other changes in their lives.
Of all the stages, when it comes to changing the way that
people work, the Exploration phase is the key one. Trying to
get people to change will not work until they are at the point
of Exploration. It is when people are exploring that you will
it best to use the cycle of change described above.
Rather than focus on which quadrant we can simply think
about whether people are worrying about the past or the
future and whether they are thinking of themselves or others.
This can more often than not be gleaned just from listening to
the language they use to discuss the situation. Our advice, if
they are talking about themselves, then you need to talk about
the change in respect to them, if they are talking about the
past then you must ensure that you too talk to the past. Only
once you have joined their world can you try to lead them to
yours.
It is exactly this leading people from one world to the next
that the cycle of change is designed for. It does offer some
ideas on short circuiting the system and if you want to know
22
how to do it, it is simple, just ensure that the future is

powerful and compelling. Be aware though that compelling
for you does not mean compelling for them.
The following suggestion may not work for everybody all the
time so we suggest that you take care. If we accept that the
only time when people are going to listen to ideas or consider
new ways of working is when they are ready to explore then
helping them to get through denial and resistance as soon as
possible can be an advantage. To this extent we need to get
them to a point of accepting that the future is going to be
different and that there is no point in resisting the change. It
sounds very much like tough love, which it can be. But, it can
just as easily be accomplished by involving the team in the
changes earlier e.g. if we get them involved at the problem
identification stage. In fact our experience shows that if we get
teams involved at this stage they move to exploration and
acceptance far quicker than many of the managers they work
for.
Some of the things that you can do to help people through
are:
 Ensure that they understand why there is a need for
change and that the reasons behind it are good - which
means good in their mind.
 Take a chance, bring in those most likely to resist at
the earliest opportunity and listen to them and talk to
their fears. Remember if they are in the Resistance box
they won’t care about others, they will care about
themselves.
 Provide training, both to relieve the stress of change,
as well as learning new skills. This will naturally cause
them to do some exploring.
 Gradually ensure that the old way of working
disappears, it is hard to go back to something that
does not exist.
23
 Be supportive, acknowledge and reward the

accomplishments and the sacrifices people have made.
Perhaps the most important thing though is work hard on the
communication. Communication needs to be of the
appropriate type and at the appropriate frequency - too much
and it is ignored, too little and people feel ignored. A final
recommendation on communication is to make more use of
face to face communication. If you rely too heavily on
electronic forms of communication you are increasing your
chances of failure
We can't solve problems by using the same kind of thinking we used when
we created them
Albert Einstein (Scientist 1879-1955)
Looking outside business for inspiration

While process improvement and change projects have been
going on for many years, it seem that to date results have been
mixed and no particular approach has dominated. So the
question then was in what other field have people been more
successful in creating lasting changes? This of course led to
the fields of personal development and change and in
particular NLP.
A part of the original thinking in NLP was that if we could
find a way to codify how great people achieved the results they
did, then we could find ways of learning those patterns and
teaching them to others. This appeared so similar to what
many were seeking to achieve through process improvement
that we decided to research it further. Following on from
detailed research and coming up with a theory, it seemed only
right to test that theory with the creator of NLP – Dr Richard
Bandler. So it was that some years ago on a cool autumn day
in Edinburgh the opportunity presented itself for Mark.
24
The following is an extract from that conversation, which ties

in with the Effective Change Strategy circle.
"When you help someone you first seem to focus on

discovering what it is that somebody wants, have them
describe their
compelling vision of the
future or positive view
on why their life will be
better. Then you have
them go into detail on
this in such a way as to
have them really
associate with it. During
this you listen very
carefully for clues and
challenge them so as to
ensure that they really
do want to make
changes and test for the level of seriousness.
Once you are satisfied you appear to move on to the next step.
This is when you start to analyze, to ask questions of them to
understand more about what might be stopping them
achieving the results they desire. Also, to think about which of
the tools, techniques or patterns might be the most
appropriate to achieve the results they are looking for.
Once you are happy that you understand what they want and
how you might help them you design an approach or
intervention to achieve the desired result. Before actually
performing any change work, you then check in with them to
validate that they are totally happy to make the changes and
will be comfortable with the results, only when you are sure
that you have total agreement do you move on.
25
If you don't have full agreement, you appear to go back to the

first step and once again try to rediscover, analyze and
design before once again trying to validate.
Now, with their full agreement you undertake the change

work, you implement the changes with them and lead them
to the point where they are learning new habits, behaviors and
changes for themselves, you are providing them with new
choices and helping them get a different perspective on things.
Once they have come to their own realization, or had their
own 'aha' moment, you help them to integrate those
learnings. Help them generalize the learning out into other
areas of their life, areas where they believe that the new
choices will serve them better. Having integrated the change,
you provide them with techniques to ensure that they can hold
on to the gains they have made to manage the changes and
themselves.
Finally, you have them look at other areas of their life where
the new perspective can serve them better, to have them
generalize and improve those things that will serve them more
usefully in the future."
So, if this appears to be the process which one of the most
successful personal change agents of our time uses, and the
one on which most other successful personal change
personalities have based their own work and businesses, then
why is it that we seem to try and avoid using the same process
in our business?
What is different from the personal and the business driven
changes? The process of change is universal and the above can
easily be adapted to business and process problems. The
longer we try to avoid such a process then surely the longer we
26
are going to take to successfully embed a culture of change

within our organizations.
The difference is that in business we often discover and
analyze the past – the Current State (As-Is) – rather than paint
a compelling picture of the future – the Future State (To-Be).
The question is, where will you look to enhance your
understanding of the process of change? How can taking a
different perspective enable you to be even more effective
than you are now?
What motivates change?

By now, you’ve probably realized that change is not one-size-
fits-all. Every organization, based on its culture, maturity and
market conditions will need to address change in a different
way to ensure that the desired results are achieved. The type of
change can be analyzed by considering three different factors.
Speed: How important is speed to accomplishing the

objectives of the change effort? Is the pace determined by the
markets, the competition or the customers?
Conformance: How closely must we follow the specific

processes or outcome to achieve our goals? Is there regulatory
pressure to conform or would it stifle innovation?
Commitment: How important is it to ensure that everyone in

the negotiation understands the need for change and is
prepared to do what it takes?
27
If you then consider the relative importance of each of these

three factors together, you identify the most appropriate
change strategy, as we have shown in the diagram.
Clarion call: Requires that the change is driven by senior

management leadership who show a strong commitment to
the change. This is because the need and speed for change are
not apparent further down the organization.
Burning platform: Everyone already recognizes the need for

change. Therefore a clear message about what is required to
change is needed. The risk is that the actions from different
parts of the organization (in their panic) are uncoordinated
and inconsistent.
Concerted action: This requires delegation of the change so

that it can be applied autonomously throughout the
28
organization. Yet it still requires the changes to fit within the

overall business strategy.
Long march: A long-term initiative which has a strong

identity and clear sponsorship from the top so that there is
continued commitment to the change. No-one loses sight of
the end goal. It also requires clear metrics to show that the
changes are working.
Each strategy has its own attributes, but all of them require a
consistent communication of what is required both down and
across the organization. Clearly the urgency and tone of that
communication varies.
What is common in these strategies is the need for every part

of the organization to have a shared understanding of what is
required of them. The communication that is required is not a
‘weekly email from the CEO’. The communication needs to
cover who needs to change, what behaviors need to change,
what day-to-day activities will be different, what organizational
or reporting structures have changed, and what physical
changes need to happen. But to be able to get adoption and
buy-in to the change, that communication also needs to put
into the context of why the change is needed, and the
expected results of the change – i.e. why it will be better.
29
The Wisdom of Crowds
Chapter
4The Wisdom of Crowds

When I get ready to talk to people, I spend two thirds of the time
thinking what they want to hear and one third thinking about what I
want to say.
Abraham Lincoln (American President, 1809- 65)
A commonly heard phrase amongst executives today is

“people are our biggest asset”. The question is, if this
is true then why don’t people feel like it? Why don’t
they feel rewarded, empowered and valued?
30
If you don’t really care about your people, then why should they care about
you, or your customers?
Successful process management initiatives will need to address

this issue head on if they are to deliver on their promise. It is
no use hiding behind technology or trying to automate people
out of your company. The fact remains that for most
organizations “People Performing Processes Produce Profit”
– so ignore the people and you can effectively ignore the
profit too!
More than this though, it is your people who have the
knowledge that is key to your being able to unlock the
business benefits we talked of in Chapter 1. As many
organizations have already found, to simply automate the
discovery of process merely enables one to build new ways of
doing old things, for many it also means building in waste and
poor practice into shiny new systems.
There are those who suggest that this is why they employ
analysts to look at the situation, but it is our contention that
the role of the analyst is to facilitate the process not to drive it.
Few of us like the idea of being told that what we are doing is
wrong or hearing a so called “smart-ass” tell us they know
better. However, most of us if asked would happily suggest
new or better ways of delivering our work, if engaged or
facilitated effectively.
The idea that the knowledge of the group is worth more than
the sum of the parts is the subject for James Sorowicki’s book
The Wisdom of Crowds. In it he lists countless examples where
the power of the group thinking was better than even the
smartest of the so called experts. This is what we suggest we
need to bring to bear in our efforts to improve. This is core to
the success of companies like General Electric, Toyota, and
South West Airlines. They have learned how to embrace and
harness the knowledge of all their people and to leverage the
31
sum of that knowledge for the good of their customers and

their businesses.
In order that we too can leverage this knowledge we will need
to learn to practice the 3 E’s – Engage, Educate and
Empower.
Engage: we need to better engage with our people, to make
them feel valued and to make them understand how their
contribution to change is vital for our long term success.
Educate: we need to invest in them, to provide education and
training in order that they can make the best contributions that
they can. This does not have to involve weeks or even days of
training, but can be done via lunch brown-bags or other short
sessions. As a word of caution we suggest that you do not rely
on electronic training here. We are looking to engage and
educate at an emotional level and this is best done with people
physically present.
Empower: we need to empower people to make decisions
and to be willing to act on their instincts. They also need the
space and forgiveness to make mistakes. The phrase
empowerment has been fashionable over the past few years
and many shy away from it, especially in command and
control organizations, but it really is vital if you want to get the
most from people.
As an aside, remember years ago if you had a problem with a
hotel you had to speak with a manager to get a resolution.
Now the problem is usually resolved by the staff on reception.
Initially the idea of empowering reception staff to change bills
or give away free nights was met with horror. Now
management understands that actually as customers we will
accept a lesser compensation, if delivered in a timely manner.
Staff know that it is not good to give away everything, so in
reality hotels are giving away less for poor service, but we as
customers feel better treated on the whole.
32
It is one thing to look to involve as many people as possible in

your programs or initiatives, but different groups have
different perspectives and if we are to be successful we need
to take account of all of these.
Different strokes for different folks

Processes are clearly critical to the running of an operation so
it is important that all the groups involved have a consistent
and aligned view of how the business operates. Some of the
key groups from a process perspective would be the End
Users or Business Users, IT Department, IT Vendors and
Risk/Compliance Managers. Our lives would be so easy if all
these stakeholders were able to collaborate over a single
source of the truth as regards to process.
One way to achieve this is to have one integrated process
model, which includes all of their requirements. However, will
this ever be possible? A short conversation with each of them
will quickly reveal that their interpretations of what is a
process and what should be in a process model and how they
would use it are quite divergent.
What we do know however is that when individuals
representing all of the above groups in a workshop scenario,
they can quickly create maps of processes and identify
opportunities for improvements.
One client we worked with held a 2 day workshop to identify
and improve one of their end to end processes. They saved
over £1million. We are not talking about a long winded
improvement implementation here, but the savings were made
before the workshop had even finished. It turns out that none
of the participants had ever understood the end to end
process, but as soon as they had captured it together, they
collectively identified numerous “silly” things that the
company was doing that could simply be stopped. As it
happens they also identified many other improvements that
33
could be made and the company went on to save many more

millions as a result.
Of course this approach did not rely on or make use of
technology; but simply involved getting a group of
stakeholders together and leveraging the collective wisdom of
the crowd. This approach to process and business
improvement is not new. It is in fact a variant on the “Work
Out” system pioneered by General Electric. Despite all the
advances made by GE with Six Sigma, they still credit “Work
Out” as being the technique that has done most to ensure that
they are able to keep waste out of their systems and to
improve the products and services they offer.
A key learning point from both our own workshops and the
system used by GE is that it involves management getting out
of the way. Let the people who have the suggestions
implement them and you will find that the resistance to
change will simply melt away. The role of managers is purely
to lead, guide and coach the teams into identifying and making
changes for themselves.
We find that when individuals representing these different
groups discuss processes, they seem to naturally assume that
the others in the conversation have exactly the same
understanding or the term process. When in reality they usually
all have a different view. Everyone leaves the meeting thinking
that they are in complete agreement, but then are horribly
confused when they act differently.
What hat do you wear?

One way that we have found to consider the different
perspectives is to use hats. We understand that each of the
four groups has in most cases valuable inputs and concerns
about any given process. At the same time we also find that it
is important to differentiate between the differing views and
perspectives. Using the hat system described below in
34
workshop situations has meant it is easier for people to

appreciate other views, easier to build consensus and easier for
people to identify risks and priorities. The following is a
simplified take on what each hat represents and the key needs
of each group represented by the hat color and style.
End Users
End users (or business users) are focused
on delivering business results through
processes. They understand that processes
are how they work and deliver the
products or services that provide value to
our customers. These people also
understand that good internal processes
assist with staff training and ensure consistency. For some
business users good processes also make it easier to move staff
around or to expand operations, they use them to enable
scalability. They are interested in ensuring that processes are
logical, effective and accessible – in short they want processes
that help them work the way they need to, they do not want to
have to change the way they work to suit a new system.
These people understand the problems in the business and the
frustrations of their customers. They are the source of a
massive amount of knowledge.
On the down side they can also be blinkered at times into only
seeing solutions from a very narrow angle, they can be the
type of people that Henry Ford was thinking about when he
said “If I had asked them they would have asked for a faster
horse!”
These End Users we refer to as our Green Hats.
35
IT Department
The IT department wants to understand
the business users’ view of the operation
to ensure that the IT systems they build
and maintain truly support the business
users, at minimum cost. They want to
ensure that there is integrity of
information as it flows around the
systems. Paradoxically although they suggest that they are very
interested in process, they are in fact interested really in
procedure because it is at this level the software applications
operate. The reasons being that in order to build a system one
has to know exactly how a decision is made and which path to
go down when, there is no room for ambiguity?
Traditionally IT departments have not had a great track record
in understanding the business or the real needs of customers,
but happily this is now starting to change. Conversely though
because of technology there are new and innovative ways of
doing business that many of our Green Hats could never
dream of. So ensuring we that we are getting great advice from
the IT department is vital, to ignore them is highly risky in
today’s world.
The IT Department is staffed with the White Hats.
IT Vendors
The IT system providers such as ERP,
BPMS or Cloud vendors want to ensure
that the configuration of their system is
managed accurately and that it hangs
together end-to-end i.e. passes System
Testing and User Acceptance Testing. In
short, they are looking to ensure that it
meets the user needs, but more importantly perhaps that they
36
can get paid quickly. Of course they do also want to ensure

that they have happy and referenceable customers.
Although they talk to solving business problems and so try to
align themselves with the Green Hats, they frequently find
themselves as having more in common with our White Hats.
In an ever changing landscape they find themselves having to
increasingly act like chameleons, on one hand they know that
the Green Hats control the budget for them, while on the
other hand the White Hats control the ability for them to be
installed.
Good clear processes will usually lead to clear requirements
from customers, thus making it easier for this group to
identify how well suited their application or platform might be
to the client’s needs.
The danger with this group is that they have a tendency to
always believe that their system does everything that everyone
else does but better. This can make it hard for Green and
White Hats to chose between Blue Hats.
The IT Vendors are Blue Hats.
Risk and Compliance

The Risk and Compliance Officers want to
be able to demonstrate to auditors that end
users are following a documented process,
and that the correct risk control points have
been identified and are effectively managed
from a governance, ownership and auditing
standpoint. Unfortunately in an ever regulated and litigious
society the needs put upon business by risk and compliance is
getting ever greater. This burden seems to fly in the face of
waste removal or Lean initiatives, but does not look like
getting better in the near future. So the risk and compliance
37
team have a vital part to play in identifying, managing and

improving processes.
The prime interest then is that of auditability and provability,
some suggest that in simple terms their role is to keep
management and executives out of jail. Whilst this may seem
glib or trite it may be nearer to the truth than some people
realize.
As with the other groups, they will look at the problem from
their own perspective. The risk of course being that the cost
of being compliant far outweighs the commercial benefit of
compliance, as ever it is a balancing act.
This is the Red Hat perspective.
The more widely you are able to consult within your

organization then the more involved people will feel, the more
involved they feel then the more involved they will get. They,
just like us at a fundamental level what to know WIIFM -
What’s In It For Me.
So the next time you think that you are in violent agreement -
step back, look up and take a look at the hat the other person
is wearing.
As we shall see in the next Chapter, understanding the
different perspectives is vital when looking at the requirements
of a BPM system.
38
Dealing with the IT Dilemma
Chapter
5Dealing with the IT Dilemma

One machine can do the work of fifty ordinary men. No machine can do
the work of one extraordinary man.
Elbert Hubbard (American writer, 1859-1915)
A LL organizations today are highly complex and trying

to manage that complexity without the use of
technology is practically impossible. Even the smallest
organizations are dealing with a mass of legislative and
regulatory requirements, if only in the areas of reporting,
human resources and health and safety.
One of the key questions, in respect of Process Management,
becomes whose project is it? Is it simply an IT project that we
hand off to the technology folks to deal with or is it a business
project that requires IT support? The answer to this may be
simple – it is a business-led project - but it seems to have been
made more complex than it may need to be.
For many organizations projects with a technology component
are run and managed by IT with varying degrees of line of
business involvement. Process improvement projects tend to
fall into this camp. Part of the challenge for those taking an
IT-led approach is rooted in history. There are few
39
organizations where IT has a track record of delivering IT

projects on time and within budget.
Our experience suggests that this tends to lead to a done to
approach with the resultant resistance to change and potential
business conflict.
The more successful

approach seems to be
where people run it as a
business project that is
aided and assisted by IT.
This we see more as a
done with approach and in
these cases we see much
less resistance and a
greater cooperation.
Who has the problem?

The first part of our IT dilemma is what problem are you
solving, and for whom? We have discussed in earlier Chapters
how in effect all problems are business problems that can be
aided or assisted by IT. We have said for some problems,
technology offers us alternatives we might never have
considered. However critical IT might be to a project it can
never be thought of as an IT project. The only exception is
where IT is in fact operating as a business unit. That is, the
project is the improvement of the IT business – such as
Service Delivery, Help Desk or Software Development.
If there are no IT projects only business projects, then
projects can and should only start when a line of business
manager identifies a point of pain and asks for assistance in
dealing with it. From ITs perspective this last sentence makes
life so much easier. By recognizing that projects are initiated
40
by business users, IT does not need to worry about running

round the business with solutions looking for problems; the
cause of so much friction.
The business manager however also needs to remember that it
is his pain and so simply throwing it over the fence to IT is
not clever. If the project fails, ultimately it is he who will still
suffer the pain. The business side needs to not only provide
the budget but also make the people available too.
Level of IT support and involvement

Second then is to decide on what level of involvement your IT
group will have in your chosen project, program or initiative.
As we have said it is highly desirable to have some level of
involvement.
For many organizations using techniques such as Six Sigma or
Lean approaches they do not worry about this, we suggest that
such organizations may be missing a trick and indeed risking
duplicate work. There are many Lean and Six Sigma
practitioners who use tools for statistical analysis but avoid
using tools for capturing process flows, or possibly use very
simple tools. This can lead to the “working” documents being
lost at the end of the project.
We understand that such projects rarely provide full process
documentation, but given that the process has to be
understood to be improved, it makes sense to capture this
information in a structured manner. Otherwise another group
will have to duplicate the effort in order that they can make
use of the process information. Better then to have people
from your IT group involved in the first place, they can help
to provide tools so that processes can be stored for later reuse
and be communicated to the business.
41
But be wary. The IT department has a (White Hat) view of

what a process is and therefore will try and provide tools to
satisfy their perception of the requirements, not your real
needs.
Process maps and content do not exist in isolation and being
able to store them in a way that enables cross referencing, easy
updating and later impact analysis requires that they are
created and stored in a standardized way. By standardized we
mean a way in which all maps within your company use the
same symbols etc and are appropriately leveled.
You will also need the support of your IT group to help you
work out the smartest ways of publishing the information in a
secure and scalable way so that the content is available and
useable by all who need access to it.
Who, when, how

Of course to capture, analyze and publish process information
requires the use of BPM tools. We suggest that you need to
think carefully about your objectives before selecting your
tools in terms of Content, Presentation and Personalization.
Content: what information is stored – process diagrams,
procedures, business rules, documents, links to application,
metrics…
Presentation: what formats are required by the different
audiences – process diagrams, XML, swimlanes, guided
walkthroughs. And on what devices - PC, browser, mobile
device, phone, tablet…
Personalization: who needs to be given easy access – access
rights, search tags, custom intranet pages…
42
As an example if you intend to make the information about

processes, procedures and measurements available as an on-
line operations manual then you need to be careful in selecting
your tool.
Many process automation tools (sometimes called BPMS)
have some modeling capability and talk about publishing
models, but very few are capable of delivering your content in
a governed and appealing way, assuming that you want the
information easily useable by end users. Their focus can often
be the speed of automation without pausing to simplify the
business operation first.
Another area to be wary of is the area of modeling, for many
people the perceived cost of professional modeling tools is too
high and instead they prefer to user lighter weight drawing,
mapping tools or office packages. While these can look cheap
initially they may actually work out more expensive in the end.
The risk with these tools is that they do not enforce common
ways of working and it is very difficult to relate one diagram to
another and they have no centralized repository. This can lead
to problems when looking at impact analysis, the naming of
objects and governance.
Simulation and automation

Two other key areas to think about when selecting your tools
are simulation and automation. Simulation is very often
ignored or overlooked, in part because it is thought of as
difficult and in part because it is an area that is very
misunderstood. Most good modeling tools will provide you
with some simulation ability. Even if you are not thinking of
using it yet you should make sure that the tools you choose
have the capability as you may need it for process optimization
later.
43
With regard to automation, there are many different options.

At the beginning of the book we talked about the fact that
there are different types of BPMS platforms – Human-
Centric, Workflow-Centric and Document-Centric to name
but three.
It is important that you consider which type of problem you
are trying to address before deciding which vendors to look at.
This will take work on your part as many vendors will claim to
be brilliant at all types, although they rarely are. A BPMS
software application is only one option, but you may already
have the capabilities in-house already
Take a look inside
Many organizations are now using ERP or some sort of
packaged systems approach to IT in their business. Each of
these can be thought of (with a Blue Hat on) as collections of
processes delivered via a single product. While they have not
been marketed in the past as process platforms, we will
increasingly see them adapted for this market. Already one or
two key vendors are specifically adding greater process
platform capability. The question for you if you are using one
of these already is whether the best solution to your problem
might be a simple reconfiguring your existing ERP package or
possibly even providing the information via an alternative
interface.
Another approach that is taking hold is another industry
buzzword; Service Oriented Architecture (SOA). It enables
the development of an application from services which are
clearly defined ‘components’ i.e. address lookup, customer
add and credit check. So you can think of it as an approach
that can link different processes together. An integration
approach, very often using SOA, is a smart alternative to using
a BPMS platform. For many organizations their problem is
not about automating an isolated process or two, but actually
is about getting the processes they have already automated
44
working together in smarter ways. Our advice is don’t assume

that you have to have a BPMS in order to do BPM or to
automate process. You may already have all you need but just
have to get it working together better.
Choice
In any given situation, the person with the most choices will
usually come out on top. It is our hope that by reflecting on
what we have said and thinking about the questions in the
next section of this book that you will increase your number
of choices and thereby increase your chances of winning more
often.
We have purposely only talked about the genres of technology
and not about specific products. We believe that there are
many great products out in the market today and that the only
ones you need to know about are those that help you with
your particular problem. We could name and slice vendors in
many different ways, but ultimately the box, circle, quadrant or
wave we might put them in is of little relevance. What is
important is understanding what you need to achieve and then
looking for the IT support – first internally and then to new
software vendors.
45
Ask the Smart Questions
Chapter
6Ask the Smart Questions

If I have seen further it is by standing on the shoulders of giants
Isaac Newton (Scientist, 1643 – 1727)
S MART Questions is about giving you valuable insights

or “the Smarts”. Normally these are only gained through
years of painful and costly experience. Whether you
already have a general understanding of the subject and
need to take it to the next level or are starting from scratch,
you need to make sure you ask the Smart Questions. We aim
to short circuit that learning process, by providing the
expertise of the ‘giants’ that Isaac Newton referred to.
Not all the questions will necessarily be new or staggeringly
insightful. The value you get from the information will clearly
vary. It depends on your job role and previous experience.
We call this the 3Rs.
The 3 Rs
Some of the questions will be in areas where you know all the answers
so they will be Reinforced in your mind.
You may have forgotten certain areas so the book will Remind you.
And other questions may be things you’ve never considered and will be
Revealed to you.
46
How do you use Smart Questions?

The structure of the questions is set out in Chapter 7, and the
questions are in Chapters 8, 9 and 10. In the table you have
the basic question, a more detailed explanation of the question
and then the reason why you should care. We’ve also
provided a helpful checkbox so that you can mark which
questions are relevant to your particular situation.
A quick scan down the first column in the list of questions
should give you a general feel of where you are for each
question vs. the 3Rs.
At the highest level they are a sanity check or checklist of areas
to consider. You can take them with you to meetings or use as
the basis of your ITT. Just one question may save you a whole
heap of cash or heartache.
In Chapter 11 we’ve tried to bring some of the questions to
life with some real-life examples.
This is where you should find the real insights. There may be
some ‘aha’ moments. Hopefully not too many sickening,
‘head in the hands – what have we done’ moments, where
you’ve realized that you company is hopelessly exposed. If
you’re in that situation, then the questions will help you
negotiate yourself back into control.
In this context, probably the most critical role of the questions
is that they reveal risks that you hadn’t considered. Risks that
could seriously damage your business as we described in the
opening Chapter. On the flip side they should open up your
thinking to opportunities that you hadn’t necessarily
considered. Balancing the opportunities and the risks, and
then agreeing what is realistically achievable is the key to
formulating strategy.
47
The questions could be used in your internal operational

meetings to inform or at least prompt the debate.
Alternatively they could shape the discussion you have with
the potential vendors of BPM solutions.
Once that strategy is set, the questions should enable you to
develop costed operational plans, develop budgets or
determine IT strategy.
How to dig deeper

Need more information? Not convinced by the examples, or
want ones that are more relevant to you specific situation? The
Smart Questions micro-site for the book has a list of other
supporting material. As this subject is moving quickly many
of the links are to websites or blogs.
And of course there is a community of people who’ve read the
book and are all at different levels of maturity who have been
brought together on the Smart Questions micro-site for the
book.
And finally
Please remember that these questions are NOT intended to be
a prescriptive list that must be followed slavishly from
beginning to end. It is also inevitable that the list of questions
is not exhaustive and we are confident that with the help of
the community the list of Smart Questions will grow.
If you want to rephrase a question to improve its context or
have identified a question we’ve missed, then let us know to
add to the collective knowledge.
We also understand that not all of the questions will apply to
all businesses. However we encourage you to read them all as
there may be a nugget of truth that can be adapted to your
circumstances.
48
Above all we do hope that it provides a guide or a pointer to

the areas that may be valuable to you and helps with the “3
Rs”.
49
The People-Centric Process Management questions
Chapter
7The People-Centric Process

Management questions
Insanity: doing the same thing over and over again and expecting different
results.
Albert Einstein (Scientist 1879-1955)
T RANSFORMATION requires a change in the way

people do what they do. The need and benefits may be
clear, but a catalyst and a project are required to deliver
the changes.
Understanding the backdrop for that project is basis of the
first Chapter of questions. How you deliver the project from a
process perspective is the second Chapter. Even though we
are talking about people-centric process management it does
not mean that there is not a level of IT support, hence the
final Chapter of questions.
Chapter 8: People questions

1. What’s driving you
2. Organizational culture
3. The people in the process
4. Governance and benefits realization
50
The People-Centric Process Management questions
Chapter 9: Process questions

 Project scope
 Resourcing
 Approach and standards
 Center of Excellence/Business Process Competency
Center
 Process governance
 Communication, roll-out and continuous
improvement
Chapter 10: Technology questions

1. Audience and devices
2. Enterprise architecture
3. Tools and applications strategy
4. Legacy process content
5. Delivery and deployment
6. Support
7. Vendor sele
51
People
Chapter
8People
Failing to plan is planning to fail
Alan Lakein (author of How to Get Control of Your Time, 3m copies
sold)
I T is madness to dive right into a process improvement

project without really understanding the organizational
and cultural context. For some organizations managing by
process runs through their veins, driven from the top. In
other organizations process is seen, rightly or wrongly, as the
greatest inhibitor of innovation.
Where is your organization on that continuum? How will that
affect how you run the project – or whether it is even worth
starting!
What is driving the need for the project? Markets, regulation,
competition? Or internal changes such as the implementation
of a software application, outsourcing or M&A activity?
Most projects fail before they start. When they pick through
the entrails of a failed project normally they find one of scope,
timing or resourcing was never right from the start. You may
have never run a process management project so here are the
questions to ask before the project gathers momentum and
becomes uncontrollabl
52
People > What’s driving you?
8.1 What’s driving you?

What sets the context and business background for the
organization? Is it external regulation which sets the tone or is
market allowing the company to be a free spirit? Is the
company playing catch-up against larger competitors or is it
the market leader with smaller rivals looking to exploit any
missed opportunity or customer service blunder?
53
 Question Why this matters

⎕ 8.1.1 Market Do the market dynamics affect the
impact organization or is the business relatively
immune? Is change driven by customer
demands or changes in customer
demographics?
⎕ 8.1.2 Cyclical Does your business have marked seasonal
or seasonal changes which will determine the best
markets timing for a process project which may
require support from customer facing staff.
⎕ 8.1.3 Level of Are you heavily regulated by external
regulation bodies? Do your customers require certain
levels of certification such as Quality,
Security or Diversity? Is that level of
regulation increasing?
⎕ 8.1.4 Market Are you in the fortunate position that you
competitiveness have limited competition, or is your world
fiercely competitive? Are your competitors
forcing you to change? Are markets or
competitors consolidating? What is the
basis of the competition – quality, price,
speed, product, service, reliability?
⎕ 8.1.5 Level of Do you deal directly with customers or are
customer touch their intermediaries – VARs, distributors,
retailers, websites, outsourced call centers?
⎕ 8.1.6 M&A Is change being driven by M&A? Is part of
the strategy growth by acquisition of
products or companies? Is this changing –
increasing?
⎕ 8.1.7 Outsour- Is outsourcing elements of back office
cing normal normal? Alternatively are elements of your
product/service development handled by
partners? What about customer-facing
activities?
54

⎕ 8.1.8 Markets Do you have truly global markets with
geographically product and price transparency? Or are you
dispersed operating in multiple countries with
specific market characteristics?
⎕ 8.1.9 Level of Is change being imposed on you by
external change external forces such as regulation, market
consolidation price pressure?
⎕ 8.1.10 Internal Is change driven by internal drivers? A
level of change push to drive down costs or an acquisition
or growth strategy?
8.1.11 Whose Where is the opportunity to drive
problem improvements? Who owns the problem
and do they understand how Process
Management can help them?
8.1.12 Why a Is it understood why there is problem? Is
problem due to rapid growth, M&A, a lack of
attention to process, completion or
customer demands?
8.1.13 Current How are people getting around the current
workaround problems? Are they using documents,
forms or spreadsheets using MS Office?
Are they ‘doing their own thing’ locally? Is
this a problem in terms of high cost, poor
customer service or lack of compliance?
8.1.14 Impact if If the problem goes unsolved what is the
not solved eventual impact? Will it continue to
escalate beyond the current problem? Will
the organization lose customer share or is it
at risk of a compliance fine? Is it impacting
staff satisfaction?
55

8.1.15 Scale of Is the impact localized or does it have an
impact impact on the whole organization? For
example a major compliance issue in a
pharma company could result in a fine but
also prevent the company trading.
56
People > Organizational culture
8.2 Organizational culture

What is your culture? At a company we know well their
culture is ‘relaxed, yet professional’. That what their staff tell
them. That’s what their clients tell them. That’s the exact
wording in their company value statement.
In the office, from the CEO down we wear jeans, polo shirts
and sneakers. Or whatever people want to wear. But when
they go to the client they wear what the client wears – suit and
tie at Nestlé, smart shirt and chinos at Microsoft.
But where are you? And as a newcomer to the company how
do you make a judgment? And more importantly where is your
company on the process-chaos continuum? Love process.
Hate it with a passion. Or perhaps you tell people that you do
‘get process’, but then choose to ignore it at every
opportunity?
57

⎕ 8.2.1 Process Do you deliver exceptional service through
maturity staff heroics, or is there clearly documented
and understood processes and procedures
so that live is calm and managed? How
does this differ from department to
department, country to country?
⎕ 8.2.2 Process Is process a “dirty word” Is it seen as an
reputation inhibitor to innovation? Or maybe there
have been several high-profile process
improvement project failures in the past.
⎕ 8.2.3 Level of How engrained are the current operating
resistance to processes and entrenched are the staff? Just
change because there are a number of long-term
serving staff it does not mean they are not
open to change. They can see better than
anyone else the potential for
improvements. Or do they?
⎕ 8.2.4 Change How does change get driven in the
driven from top organization? Does it come as a top level
mandate, and if so is it supported with
actions rather than just words.
⎕ 8.2.5 Ground Does any initiative need to start at grass-
swell from grass roots and once it has proven value it then
roots gets adopted at a more senior level? Does
this vary by department, division or
country?
⎕ 8.2.6 Change Is there formalized process, including
formalized as definition, business case and sign-off for
projects any process improvement project?
Alternatively, they may be informal skunk-
works projects. Are managers given
autonomy to run their own areas of
operation? Or a combination of all of this
– if so where does your project fit?
58

⎕ 8.2.7 Benefits How are you going to measure the benefits
of change of the project? Can you? Do you need to?
measured How have other projects built their benefit
cases and then have they needed to deliver
on their promises?
⎕ 8.2.8 Leaders Does the importance and adherence to
believe in process flow right to the top – or from the
process top down? Senior people tend to be
numbers rather than process people. Big
hands – small map.
⎕ 8.2.9 Leaders Even if the leaders do not look like they
demonstrate are following processes every day, do they
belief still believe in the importance? The
greatest demonstration is the allocation of
budget and their time on the project – not
just the project kick off with a ra-ra speech
holding a glass of wine and an eye on the
clock.
⎕ 8.2.10 Multiple Are there always a number of change
change initiatives projects running? Is there an established
running programme or standard approach within
the organization? Perhaps this is a new
start-up, a dramatic shift in approach or
M&A has changed the culture?
⎕ 8.2.11 Process Is there backdrop of compliance and
driven by compliance projects? This may be good –
compliance known need – or bad – complacency or
compliance fatigue.
59

⎕ 8.2.12 Implem- Most organizations have an ongoing
enting new programme of software application refresh
software apps or upgrades. How does that affect the
culture and acceptance of transformational
change? How are these projects run – by
IT, IT with active business involvement, by
business?
⎕ 8.2.13 Strategy It is difficult to outsource something that
includes out- you don’t understand in process terms.
sourcing Not that people haven’t tried, but it
normally ends badly and expensively. How
has the organization’s experience colored
their judgment on outsourcing?
⎕ 8.2.14 Risk and In some organizations risk, compliance and
governance audit are being combined. Are they in
yours, or is this being planned?
⎕ 8.2.15 Driving Is it expected that local operations are
consistency responsible for continuous change? Does
this happen in practice or does it require a
centrally organized and funded project to
make change?
⎕ 8.2.16 Size of How great is the impact of the change
change planned? Is this big or small compared
with other previous projects? Is it good or
bad that the project has a high profile?
⎕ 8.2.17 Urgency Not all change is urgent. It is a ‘long
of change march’ where steady improvement is the
key? Is there a burning platform driven by
regulation, the markets or competition?
How is the company reacting and is it
consistent with the culture?
60
People > The people in the process
8.3 The people in the process

Is the end game automating a process so the audience for the
process content is the IT team? Or are you trying to drive
consistency of HR processes across all offices, so the audience
is all 100,000 employees.
What are they going to access the process content on and
where? On a 3Gphone offsite abroad is a very different
proposition to the person in the field but in a hazardous
environment, such as an oil refinery. Maybe they are in a call
center. But is that call center virtual, so the operator is at
home, in-house in a secure building or outsourced?
61

⎕ 8.3.1 End Are you clear about who is the ultimate
audience defined audience for the process content? Can you
describe a ‘day in their life’ so you
understand the use cases?
8.3.2 Process Who are the participants in the process
project audience work? This includes the end user audience,
but also the other stakeholders; process
owners, levels of management, business
analysts and IT.
⎕ 8.3.3 Multiple Are their multiple audiences with very
audiences different needs? Is every country the same
or does legislation or custom and practice
enforce changes. Are their different
departments such as IT and sales accessing
the processes? What about 3rd parties?
⎕ 8.3.4 What What languages do you need to support, or
languages is English the business language? That may
be correct for professional in the
organization but is that really true the
frontline staff?
⎕ 8.3.5 Access to Are you able to work directly with all the
audience representatives of each user group, or are
their intermediaries such as Business
Analysts or consultants?
8.3.6 Problem Do each of the audiences understand the
understood by problem that needs to be solved? Do they
audience just understand it from their perspective or
is their empathy with each other? What
team-building is required?
62

8.3.7 Audience How will you engage the different
engagement audiences and keep them hooked
throughout the project? Many will be part
time and will have conflicting pressures,
and they still need to deliver in their day
job.
⎕ 8.3.8 Process How much experience do the users have of
experiences working with the process content you are
proposing? What is the learning curve and
does this differ by country, division or
department?
⎕ 8.3.9 Training What training on the principles of process
for audience management needs to be arrange, and in
what languages?
8.3.10 Resistant What resistance is there to change in the
to change different audiences? Does this need to be
addressed in the training or team building
activities?
⎕ 8.3.11 Process Is the concept of process ownership
ownership understood? Is it baked into the
understood organization and reinforced through
reviews and salaries/bonuses? How is
process ownership across silos and
countries handled?
8.3.12 HR Has HR been engaged to support the
engaged changes to the organizational, designing
rewards structure and job descriptions, and
supporting union negotiations?
⎕ 8.3.13 3rd parties Who else is supporting the project who
needs to be considered? Consultants,
contractors, software vendors, business
analysts or partners?
63
People > Governance and benefits realization
8.4 Governance and benefits

realization
Process content that is going to be running the business needs
to be controlled. It will inevitably change, not just after the
project has finished, but during the project. How are you
going to control the changes and manage scope creep?
You agreed a set of benefits with the Board or Steering
Committee to justify the project. How are you going to
demonstrate the benefits over time? Ideally you will deliver a
better Return on Investment.
64

⎕ 8.4.1 Project Who is in overall control of the project? Is
ownership it IT or lead by the head of a business unit?
What political clout and experience of
running project do they have? How much
education and support will they require?
⎕ 8.4.2 Steering Is there a formalized Steering Committee
committee in place or do you need to establish one?
membership What level of process knowledge do they
have? Are they open to your ideas on
approach or do they need education? What
are the politics within the Steering
Committee?
⎕ 8.4.3 Formal What is the governance cycle for getting
governance cycle agreement on project scope, scope
changes, resourcing and status reporting?
⎕ 8.4.4 Managed Who is responsible for managing the
governance cycle governance cycle? If no-one steps forward
it will fall to the Project Manager and the
project team.
⎕ 8.4.5 Benefits How will you demonstrate the benefits
realization costs have been realized? Is there a standard
calculation or a formalized approach; e.g.
staff reductions plus legal, redundancy
costs and an allowance for legal disputes?
⎕ 8.4.6 Benefits Are the benefits described in terms of
measurable reducing waste, cost savings (internal & 3rd
party), greater staff effectiveness, improved
customer service, better product quality or
competitive advantage?
⎕ 8.4.7 Benefits Is another initiative already claiming these
already counted benefits e.g. software implementation? Do
you need a business case or can you piggy
back on the case of another project?
65

⎕ 8.4.8 Benefits What mechanism do you have for realizing
realization the benefits? Cost savings in facilities or
equipment, services or 3rd parties can be
shown. But do reductions in headcount
mean really sacking staff or is redeploying
good enough?
66
Process
Chapter
9Process
If you can't describe what you are doing as a process, you don't know
what you're doing.
W. Edwards Deming (American statistician, 1900 - 1993)
Y OU wouldn’t start writing a book unless you were

clear about who is going to read it and why? So why
would you start a process project without asking the
same questions? The answers determine so much that
follows. The approach you take, the standards you adopt and
how you ultimately deliver the process content, will determine
the success of the project.
67
Process > Project scope
9.1 Project scope

Get this wrong and you will never deliver a successful project.
Where to start? What is the ideal first pilot project? The
biggest benefits are fixing a core process such as Quote to
Cash, but if you are trying a new approach supported by a
software application new to your organization do you really
want this level of scrutiny. Besides, the sales teams are
notorious for abdicating themselves from any processes.
So where can you get really adoption to prove the success of
the project? Possibly a support process such as ‘Inducting a
new employee’? Sounds low key, but the benefits of a really
slick recruitment and on-boarding process are greater than you
would initially think. You get the best candidates, make job
offers before the competition, get them on board and working
effectively more quickly.
In terms of scope, if you haven’t got it signed off by the
Steering Committee you are at risk as the Project Manager.
Scope creep, inadequate resourcing and unrealistic milestones
are project killers.
68

⎕ 9.1.1 Project What is a ‘great result’? For you, for the
objectives CEO, for the users, for the Steering
Committee. Are they by any chance the
same answer?
⎕ 9.1.2 Scope – What geographies does the project cover,
geography and what languages is the project expected
to work in? Are the countries represented
on the Steering Committee?
⎕ 9.1.3 Scope – What business areas does the project cover
business area and are they represented on the Steering
Committee?
⎕ 9.1.4 Scope – Does the scope cross boundaries – inter-
internal & division, partners, outsourcing partners or
external customers?
⎕ 9.1.5 Dead- What are the critical milestones and
lines and deadlines? Who has set them and how set
milestones in stone are they? What happens if you
miss a milestone?
⎕ 9.1.6 Project What other projects are you dependent on?
dependencies For example you require the new network
to be able to use the multi-user process
modeling database. Or do you need wait
for a reorganization or new hire?
⎕ 9.1.7 Pilot, Is this a pilot project which is under the
standalone or radar to prove the ROI and approach, or a
supporting high profile project? Or is it part of an
existing project such as an ERP roll-out?
⎕ 9.1.8 Multiple Part of a wider programme which has an
change initiatives established PSO and Steering Committee.
running Is that good or bad. Perhaps you would be
better to establish your own structure?
69

⎕ 9.1.9 Greatest Where will you get adoption most easily?
chance of This is the best place to start for a pilot
success project. Adoption is far better than the
greatest potential ROI for demonstrating
success.
⎕ 9.1.10 Compl- Is there a compliance driver for the
iance drives project? If so – “Home Run”. This is by
project far the easiest project to get funded.
⎕ 9.1.11 Implem- If you are implementing new software
enting new applications then the first step is process
software apps discovery to drive out the package
configuration needs. The challenge is it is
likely to be an IT dominated project so
they may look at the process content as
purely the requirements definition and
ignore its value beyond the project for
business transformation. Also they may
mandate a more technical type analysis tool
and approach.
⎕ 9.1.12 Outsour- It is difficult to outsource something that
cing part of you don’t understand in process terms.
strategy Not that people haven’t tried, but it
normally ends badly and expensively.
⎕ 9.1.13 Risk and Along the same lines as compliance this is
governance is getting a huge level of resourcing and
factor recognition that process has a critical part
to play. In some organizations risk,
compliance and audit are being combined.
Are they in yours?
70

⎕ 9.1.14 Waste Is this a more straightforward need to drive
reduction or out waste or improve customer service?
customer service Does it get more complicated by crossing
deeply engrained silos, divisions or
countries? Or is it more ambitious and
crossing country boundaries to outsourced
partners, resellers or even customers?
⎕ 9.1.15 Need to How consistent are the operations across
drive consistency the business? Are different business units
or locations duplicating effort with
different tools for the same job /activity?
Consistency of operation will make it easier
to deploy the service.
⎕ 9.1.16 Potential Is this about simplifying a set of processes
for automation and then automating them to reduce the
costs further and drive up compliance? Is
the case for automation built or does the
first phase of the project need to establish
it?
⎕ 9.1.17 Size of How great is the impact of the change
change planned? Is this too high a profile for a
new project or using a new approach or
toolset? Do you understand the areas
impacted and do you have buy-in or access
to them?
⎕ 9.1.18 Urgency The culture of the company may be one of
of change slow change. But does this differ from the
speed of change required for the project Is
the project a ‘long march’ where steady
improvement is the key? Or is there a
burning platform driven by regulation, the
markets or competition? How is the
company reacting and is it consistent with
the culture?
71

⎕ 9.1.19 Costs What costs do you need to include in your
realistic business case? Is there a set of guidelines?
Do you need to add the time of part time
staff ‘borrowed’ from HR, marketing, IT
and Line of Business? Is it just time
working directly on the project? What
about attending workshops, reviewing
content, attending training? If so what cost
rate should be applied? What about their
travel and expenses?
⎕ 9.1.20 Software It is easy to think that you can get away
costs? with using MS Office (Powerpoint, Visio)
for process mapping. But using a tool
designed for the job will save personnel
costs in governance, collaboration and
publishing. Have you added estimates for
evaluating and selecting the tool?
⎕ 9.1.21 Senior What level of support can you expect from
level support senior management? Do you need to
schedule training and education for them
to increase their awareness and visible
support for the approach you’ve chosen?
⎕ 9.1.22 Project Have you identified the internal risks?
risks – internal What are the barriers to success – culture,
senior level support, IT tools, cost
constraints, available skills, solid ROI.
⎕ 9.1.23 Project Will changes to the market cancel the
risk – external project? Is it 3rd party providers don’t
factors deliver? Maybe your major competitor’s
actions changes strategy or customer
demands mean you can’t resource the
project.
72

⎕ 9.1.24 Risk How are you going to mitigate the risk?
mitigation Does that increase the costs, such as
bringing in consultants to support the
project team or providing senior
management training?
73
Process > Resourcing
9.2 Resourcing
How will you resource the project? Who has the skills? If you
use external consultants how will you drive ownership of the
project internally? And how will you develop the skills to
maintain the processes after the consultants have left?
As you go through the Smart Questions you will realize that
there are probably more people involved in the project that
you first thought, if you want the project to be a success;
project staff plus Line of Business, HR, IT and marketing
74

⎕ 9.2.1 Full time Have you the mandate to form a dedicated
project team project team? A part-time team will be a
major risk. At a minimum there needs to
be a core of 2-3 people full time.
⎕ 9.2.2 Project Who is openly and visibly sponsoring the
sponsors project? Are they at the correct level and
do they have the political clout? Do they
really understand the project and what you
are trying to achieve?
⎕ 9.2.3 Comm- Have you the skills in-house to drive a
unications and formalized marketing and communications
marketing plan? How much education do these
people need and will they have the time or
will they get pulled at short notice for
client-facing work?
⎕ 9.2.4 Architect This is probably the most critical role,
especially if you have multiple process
initiatives running concurrently. Their role
is to coordinate across programme /
projects and ensure that the different
process content hangs together, has a
consistent look and feel and uses project
agreed terminology and standards
⎕ 9.2.5 IT You will need to engage with the IT team
integration at several levels. They will need to help you
install and configure any BPM tools. There
will be a need to integrate the process
content with back-end systems and metrics
to it can be access by the wider end user
community. Finally, if you are intending to
automate processes then this will require
hands-on dedicated IT resources – no
matter what the BPM vendor claims.
75

⎕ 9.2.6 Consult- What internal experience do you have with
ing support the approach, tools, business area, project
management? Do you need to use external
resources – full time or specialist
consulting?
⎕ 9.2.7 Know- If you are using 3rd parties what plans are
ledge transfer there to proactively transfer knowledge
from them to your teams? Is this in the
project plan and measurable?
⎕ 9.2.8 Internal What access do you have to your end user -
customer - Line the ‘internal customer’? Are they senior
of Business or IT enough? What education do they need on
the approach and tools? Are they a cost to
the project?
⎕ 9.2.9 Process Does your company even recognize the
owners term process ownership? Is there a formal
process ownership structure? Are they
committed to the project?
⎕ 9.2.10 Office Where is the office? A 100% virtual project
space sounds great but in practice people need to
meet people. Certainly the central team
need a space which is theirs.
⎕ 9.2.11 Remote For geographically dispersed teams remote
working working is the only way. Is the
infrastructure required to make this happen
seamlessly in place? Is it budgeted in to the
project costs? Are the security concerns
addressed? How is access for 3rd parties
achieved?
76

⎕ 9.2.12 Multiple Projects covering multiple time zones
geographies / cannot all be web-based meetings, although
time zones a huge amount can be achieved without
getting on a 747. Is there sufficient budget
for travel costs? What about internet and
webex charges, especially from hotel
rooms?
77
Process > Approach & standards
9.3 Approach & standards

Standard, formats, methodologies. With so many to choose
from which is best? Is there even a best one? Not surprisingly
it all starts with “What are you trying to achieve?”
Full BPMN or XPDL cannot be read easily by end users.
Simple process diagrams do not convey enough information
for an automation vendor to work from.
Therefore a combination of standards may be required, but
what are the interchange standards? All great questions to ask
of the competing software vendors. But you need to listen
carefully to the answers as they will all sound the same –
“Yes”.
78

⎕ 9.3.1 Previous Have previous process projects had a
project positive or negative experience and what
experience standards were used? Is the use of a
particular standard part of the impressions
left?
⎕ 9.3.2 Existing What legacy process content is there, and
process content what standards did it follow? There are
and formats probably multiple databases / folders full
of content all with conflicting standards.
⎕ 9.3.3 Overall There are some approaches which are
principles independent of modeling standards. These
are top down hierarchical mapping and
engagement by live workshops.
⎕ 9.3.4 Methodo A project does not need to follow a formal
logy methodology. But some of those that are
popular in companies are LEAN, TQM
and Six Sigma.
⎕ 9.3.5 Model There are a number of modeling standards;
standards BPMN V1.0 or 2.0, UML, BPEL, XPDL,
swimlanes. Which standard you use should
be driven by the end user audience and
how you engage with them. What is
important is not picking the right one, but
making sure that everyone uses the same
approach.
⎕ 9.3.6 Reusabili Gone are the days of months of
ty of models documenting Future State (To-Be) and
Current State (As-Is) models, which are
carefully documented and then locked in a
cupboard at the end of the project. A more
fluid, shorter cycle time approach is being
used now. The rigor and standards are
imposed behind the scenes by the
modeling tools.
79

⎕ 9.3.7 Depend- This is where the role of the architect is
encies on other critical in defining modeling standards up
projects front and the overall architecture. Then the
role is to drive compliance.
⎕ 9.3.8 Industry Are there industry models that you can use
proven practice as a starting point, or to reference? These
may be public domain and freely available,
paid for or provided by consultants – such
as eTOM, AQPC.
80
Process > Center of Excellence / Business Process Competency Center
9.4 Center of Excellence / Business

Process Competency Center
The Center of Excellence (CoE), which is sometimes called
the Business Process Competence Center (BPCC) provides a
capability to support all the business process management
initiatives. It ensures that there is a level of consistency in the
approach and tools used and there is a higher chance of
success. But can your project justify what seems to be an
overhead? When the project finishes what on-going
commitment is there, and how do you estimate the size of the
team required? The key is to understand that CoE provides
programme support to projects.
81

⎕ 9.4.1 Buy-in Is there a process maturity to understand
for a CoE the value of a CoE. Is the scope of the
project broad enough, the complexity of
the project, or its profile high enough to
make it easy to understand the value of a
CoE? If the object of a process initiative is
to get people working to a set of common
practices in a collaborative way across the
org, can you afford not to have a common
methodology?
⎕ 9.4.2 ROI Have you budgeted for the resources,
agreed for a CoE infrastructure for the CoE and have you
built a business case for the value it will
generate. The benefits include; co-
ordination of team reducing rework,
consistent look and feel improving end
user adoption, centralized governance
reducing training costs. Since the project
ROI uptick achieved with a CoE approach
may be incalculable, maybe you should
assume a standard percentage of all project
ROI is attributable to the CoE.
⎕ 9.4.3 CoE Is the CoE supporting multiple projects,
supporting and if so has it already been established? If
multiple projects it has, does its scope, approach and
standards match they requirements of your
project? If they don’t then why not?
82

⎕ 9.4.4 Can scale Initially the CoE may be no more than a
as projects build few hours from one person. But the effort
invested in setting a framework makes it
easy to scale up - to add more capabilities
and resource as more projects come on
stream. This should be factored into the
ROI and budgeting. What is the cost of
doing nothing?
⎕ 9.4.5 Scope of What is the service that the CoE is
services agreed delivering for the projects? Has that been
agreed with the projects because if it hasn’t
there is a risk of duplicated work?
Conversely what tasks and key deliverables
does the CoE expect of the projects? Are
they properly managed in the project plan?
⎕ 9.4.6 Reportin Who does the CoE report to? Is the
g line project, the Project Steering Committee,
the line of business sponsor or IT team? If
you have a Business Architecture group, it
would be a natural fit because the CoE is
about programme management.
⎕ 9.4.7 Coach or What powers does the CoE have? Can it
mandate mandate standards, tools, approach? Does
it have the final sign-off on the process
content? Or is it coach /advisor /
consultant to the projects? It’s a leadership
role, so it must have the power to mandate,
to veto to coach and mentor. A process
governance board with Line of Business is
essential to provide the CoE Mgr with a
mandate.
83

⎕ 9.4.8 Staffing Do not underestimate the seniority
at correct level required in the CoE. It is not a simply a
project support office or admin function. It
requires a team leader with strong business
sense who commands the respect of the
projects. Can you staff it internally or do
you need 3rd party expertise? If so, what is
the knowledge transfer process so you are
not dependent on 3rd parties?
⎕ 9.4.9 Location With projects and ultimately post go-live
and language user in multiple time zones where do you
locate the CoE? Do you have one per
region and the related issues of
coordination? What is the business
language? Bear in mind that the scope of
the CoE may mean that it can offer hands
on-help which may not be possible
through video-conferencing alone.
⎕ 9.4.10 Support- Do the BPM tools support decentralized
ing infrastructure process development but centralized
governance? Do you need to have access to
video conferencing, and if so is it of
sufficient quality? Are you able to use
collaboration technologies to be able to
support, educate and control the projects?
⎕ 9.4.11 Budget If you are supporting multiple project and
and capabilities needs to provide hands on consulting,
training and support, is there sufficient
budget? Are you being charged for video
conferencing use?
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⎕ 9.4.12 Charging Who pays for the CoE? Is it a centrally
funded resource, charging to the
programme or cross charged to the
projects? Do you have to justify the costs
or produce monthly reports vs SLAs
⎕ 9.4.13 Post- Once the project has gone-live what are the
project support plans for the CoE? How is the business
supported longer term?
⎕ 9.4.14 Estimatin How do you estimate the size of the CoE
g CoE size throughout the life of the project and then
ongoing post-go live? CoE is programme
management. It survives and is
independent of projects and there can be a
conflict of interest if project manager has
authority over CoE.
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Process > Process governance
9.5 Process governance

This is the “process of process improvement” and it needs to
be formally managed and controlled. Shouldn’t this be the
first process map you create?
Whilst simple drawing tools such as MS Visio and Powerpoint
have widespread use, their limitations such as lack of version
control and publishing is well understood. Which is why there
is a strong move to process modeling applications with
databases / repositories.
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⎕ 9.5.1 Defined Has the governance cycle been mapped,
governance cycle agreed and published so everyone is clear?
Are the responsibilities of those who are in
the review and sign-off cycle clear?
⎕ 9.5.2 Owner Who is the process owner? Is it the CoE?
and control of If so is it the same governance cycle for all
governance cycle projects in the programme? Where does IT
fit in the cycle?
⎕ 9.5.3 Intrusive Is the process limiting and constraining?
governance Does it drive longer sign-off cycles which
stifles innovation? Does it prevent updates
to process content being made because it is
“just too hard” to get them signed off?
⎕ 9.5.4 Manage Who monitors the effectiveness of the
and monitor governance cycle and chases sign-offs and
governance manages escalation? Is this a manual
activity or is it supported by the
collaboration and authorization
functionality of the BPM application?
⎕ 9.5.5 Scope of What are you controlling - process
governance diagrams, attached documents, metrics, test
use cases, training walk-throughs,
compliance statements?
⎕ 9.5.6 Who Is the review and sign-off activity delegated
performs to process owners, end users, IT or is
governance centralized in the project team? What is the
demarcation of effort? Is this split driven
by limitation of the modeling tools used?
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⎕ 9.5.7 Manage Can you engage all the stakeholders easily
multiple in the review authorization and sign-off
stakeholders process? Is through a simple webpage for
sign-off or an iPhone/mobile app –
bearing in mind some of the stakeholders
are senior people, one the road with very
little time.
⎕ 9.5.8 Sign-off What is the correct sequence for sign-off.
sequence Does the business or IT get the final veto?
⎕ 9.5.9 Escalate When actions (sign-off, reviews) are not
actions being done on a timely basis, and the
project schedule is being affected, what is
the agreed escalation path? What if the
bottleneck is the project sponsors? Then
where do you go?
⎕ 9.5.10 Hand- Once the project has gone live, if you want
over post project to drive continuous improvement you will
need to run a governance cycle. Who
controls it? Who manages it? Who
monitors it?
⎕ 9.5.11 Training Managing the governance cycle requires a
level level of training. Especially as the role is to
support those who are involved in sign-
offs but do not need to understand the
entire cycle intimately. Who needs to be
trained and to what level and by whom?
⎕ 9.5.12 Outsour- Can the entire management of the
cing an option governance cycle be outsourced to a 3rd
party? Could they be completely offsite?
What are the implications for on-going
support vs. costs?
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Process > Communication and continuous improvement
9.6 Communication and continuous

improvement
The success of the project, any project, hinges on
communication. Getting real engagement is critical with the
project stakeholders; the project team, who may be spread
around the globe, the other project participants who are part-
time, and the end users who are the target audience.
Ask any marketer and they will tell you that it starts with a
memorable brand that supports the brand values of the
product. So what are the brand values of your project – or
more importantly of output of the project after you have
gone?
And once you have left is there the correct culture, reinforced
by metrics and incentives and supported with the right level of
skills to make continuous improvement a reality?
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⎕ 9.6.1 Project What would be a success and can you
success describe it in a set of attributes or
adjectives that the project team would
understand, be able to repeat and live by?
⎕ 9.6.2 Brand of Have you thought of a memorable brand,
the project name and logo for the project? This will
also live beyond the project as the process
content will take on this name after go-live.
If you can’t think of anything you can go
for My{insert company name} or
{insert company name}360
⎕ 9.6.3 Comm- Have you engaged your externally facing
unications plan marketing team to design your marketing
plan for the project or programme? Do
you have a marketing professional on the
team to manage and execute the plan.
⎕ 9.6.4 Sufficient Have you budgeted for your marketing
budget activities? Normally for internal projects
this is overlooked so you may get push-
back. Driving a change in behavior is tough
but the benefits are huge, so don’t be
fobbed off with “You can have a page on
the intranet, or one article in the company
magazine or e-zine”
⎕ 9.6.5 Access to Where are you going to get the marketing
resources skills? If you get one of your marketing
team onto the project what confidence
have you that they won’t be stolen back
when the next marketing campaign or
event crisis hits?
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⎕ 9.6.6 Look & Don’t underestimate the power of a
feel for all compelling color scheme, layout and
communications navigation of the process content. It will
transform the level of adoption with end
users. And adoption is the biggest
challenge. Again look inside your own
organization for skills. How does the
process content fit with your intranet and
website design?
⎕ 9.6.7 Range of What different media are you able to use to
media publicize the process content; intranet,
email alerts, paper, magazine, posters,
town-hall meetings, gate-crashing divisional
communication events, social media?
⎕ 9.6.8 Users Are their links from the intranet,
find the content Sharepoint microsites and internal blogs to
make it easier to find the right content?
How are you exposing process content
(diagrams, documents, metrics, compliance
statements) to internal search engines?
⎕ 9.6.9 Roll-out Who is responsible for the roll-out? What
planning dependencies are there – technology (BPM
software, other software ie CRM,
networks, hardware), other projects,
organizational changes? Has it been
budgeted correctly, but has the budget
been eaten up by the earlier phases of the
project?
⎕ 9.6.10 Scope of What is included in the projects
the roll-out responsibilities? Hardware and software
upgrades and roll out, end user training,
data migration, marketing and
communications, CoE?
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⎕ 9.6.11 No-go How do you know if you are ready to roll-
criteria out? Is there some user readiness
assessment? What is the minimum process
content to be able to have a big enough
impact? Is the roll-out deliberately phased
to keep it low key?
⎕ 9.6.12 Process How are you planning hand over
ownership ownership of the process content from the
handover project to the end users? How will you
schedule the training and support. How
much ‘parallel running’ have you planned?
⎕ 9.6.13 Ongoing How are you handling on-going support of
support and the process content, the change and
continuous governance cycle and process
improvement improvement techniques? How are you
going to engender a continuous
improvement? How do you make this
‘business as usual’? Is it written into staff
employee guidelines or even their
Employment Terms and Conditions?
⎕ 9.6.14 Metrics / What are the new metrics which are
incentives to reinforcing the new working practices and
drive behavior are driving the process improvement
culture?
⎕ 9.6.15 Go live Who will develop and conduct end user
training for end training? In how many countries, in how
users many languages? What format is the
training material, bearing mind that if the
BPM application is upgraded then any
screen shots may become obsolete.
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⎕ 9.6.16 Training The goal of process improvement means
for ‘admin’ that someone, probably the Line of
Business teams, will need to skills to
redesign their processes. With more of the
BPM toolsets claiming that the business are
able to use them, then what is the plan for
training and handover? What is the role for
the CoE?
⎕ 9.6.17 On-going Training is often scheduled for the go-live,
training and little thought is given to training to
new staff as they join the organization.
⎕ 9.6.18 External Is there a PR story showing how you are
PR? ‘world class’ organization? Could you
benchmark yourself vs. competitors on
Process Maturity?
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Chapter
10Technology
Business process management (BPM) can streamline customer interactions
and realign overworked employees with a new aura of process efficiency.
Editor of "Gartner Predicts 2002: Application Integration and
Middleware"
N O process management project can deliver lasting

returns without IT support - even a people-centric
process management project.
It all starts with the end audience, and from there you can
determine what devices you need to deliver some form of
process content to.
It could be an updated set of working processes and
procedures in a laminated folder because the working
conditions or budget / business case does not allow anything
else.
Or it may be delivering a combination of role-based guided
walkthroughs linked to documents, video and automated
applications on a mobile phone. Or anything in between.
This will drive the technology decisions. Do you simply need
process discovery tools? Or the ability to capture processes
end to end deploy them to end users? Is governance a nice to
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have or mandatory? What level of automation is required, and

do you have the applications in house?
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10.1 Audience and devices

Understanding the audience and their needs will determine
what devices you need to deliver some form of process
content to. Can existing devices be used or do they need
upgrading? What about the network or other parts of the
infrastructure?
How does this differ by level of seniority, business unit or
country operation? How will you deal with the wide range of
devices that end users seem to bring to work and demand are
connected to the network?
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⎕ 10.1.1 Audience Is it just internal staff or 3rd parties such as
defined contractors, associates, partners or
customers? Do you clearly understand the
use cases? Maybe they don’t know what
they don’t know. If that is the case, can you
create some prototypes?
⎕ 10.1.2 Multiple Are there multiple audiences and have you
audiences a clear view about their usage patterns? Do
they conflict? What commonality is there?
⎕ 10.1.3 Audience How does the audience differ across
by business unit business unit and level of seniority within a
business unit?
⎕ 10.1.4 Audience How does the audience differ across
by geography geographical region and level of seniority
within a geographical region?
⎕ 10.1.5 Range of What devices are users intending to use to
devices access process content: PC, Mac, netbook,
tablets, iPod Touch, mobile phones?
Whilst that may be the aspirations, what
will actually happen? Do you have security
or access policies which make some
devices infeasible? Is issuing a dedicated
device unacceptable?
⎕ 10.1.6 Different How consistent are the operations across
configurations by the business? Are you planning to
region, country, perpetuate differing approaches to
office or common processes? Consistency of
department operation will make it easier to deploy the
service. Is Cloud Computing the
opportunity to drive consistency and hence
operational efficiency across the
organization?
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⎕ 10.1.7 Support Which operating systems and browsers are
for o/s and supported? What level of backward
browsers capability with browsers? For mobile this
gets way more complicated with a range of
screen sizes, operating systems and
installation programs. Being clear about
your position helps, but also separating the
presentation layer out provides you with
some flexibility for later unforeseen needs.
⎕ 10.1.8 Access How will data synchronization be handled?
be from multiple What are the implications of information
devices on different devices being out of date prior
to a sync?
⎕ 10.1.9 Offline Some of your users may always be
access required connected e.g. office workers. Others such
as sales people may not and if they need
access even when “off-line” then you will
need to consider solutions that offer a
hybrid approach with a central “hosted”
service and a local synchronized copy.
⎕ 10.1.10 Online When the connection to the service goes
access critical to down, what is the implication? You must
the business assume as with any IT service that the
operation connection may go down. This could be
for a variety of reasons; your network or
outbound connections, your ISP, any part
of the internet, vendor internet connection,
vendor unplanned maintenance.
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⎕ 10.1.11 Length How will your business continue to operate
of time and how long before it impacts your ability
acceptable for no to work effectively? How long can you live
online access with no access? Do you have an offline
copy that you can continue to work with?
When the service becomes available how
do you sync if only one region has lost
connectivity and others are still working
live?
⎕ 10.1.12 Level of Assume that every device type will be lost
security or or stolen, either by accident or maliciously.
encryption What is the business and reputational risk
required by if the data falls into the hands of the
device competition, organized crime or the press?
⎕ 10.1.13 Access What are the profiles and security
by internal staff clearances of the users? If 3rd parties are
or 3rd parties accessing the process content is it on their
own devices or a device you issue? If it is
their own device how much control do you
have over the configuration and the other
applications running on it?
⎕ 10.1.14 Policies Your existing security policies may need to
for offline be modified based on the information the
security service stores on the different devices. You
need to be clear about the capabilities of
the service and your operational approach
and therefore your data strategy to be able
to determine the security policies.
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⎕ 10.1.15 English English may be your business language, but
or multi-lingual what other languages need to be
supported? At head office you may believe
that English is the core language, but down
at an operational level in the regions is that
true? And language can be one of the
highest barriers to adoption.
⎕ 10.1.16 Apps or What needs to be localized? Just the
process content applications or the process content. If the
need localization content is being accessed by very junior
staff then it is probably not acceptable to
expect them to work in English is English
is not their 1st or 2nd language.
⎕ 10.1.17 SLAs for There may not be a single answer, but it
availability will impact your view on the SLA’s for the
applications. Do you need to allow for
operations across multiple countries or
time zones. Global operations may need a
24 hour, “follow the sun” service,
businesses with a warehouse may have
overnight operations, and even traditional
9-5 SME businesses may have home
workers who will need access during the
evening. A salesperson in Australia is not
going to appreciate a service that is offline
at 2-3am UK time every day.
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10.2 Architecture, tools and

application strategy
You have a grand plan for how the different tools, systems,
applications will support the business. How do the new
process management applications fit in or change the
enterprise architecture?
What is your strategy going forward? Minimizing the
vendors? Best of breed? Each country is autonomous?
As new tools and applications are being offered as a Cloud
service, is this an approach which is part of the strategy? You
may not have a choice, because business users can sign-up for
the service without talking to the IT department – the Stealth
Cloud.
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⎕ 10.2.1 Stable What is the revision cycle for the enterprise
enterprise architecture? If new applications were
architecture identified then what is the process for
including them in the architecture?
⎕ 10.2.2 Gaps and Are there known gaps in the products that
needs have been deployed vs. the architecture?
What is the process for adopting new
technology and what is the expected
timeframe? Is there a fast track approach?
⎕ 10.2.3 Use BPM seems to mean technology, and
current tools normally a new technology to be procured.
The first question must be – what are the
limitations of the current tools?
⎕ 10.2.4 Tech- What technical standards must be adhered
nology standards to; ie Open Source is first choice, Java
based applications, only Oracle databases?
⎕ 10.2.5 Corp How do you break corporate standards if a
standards product is the perfect fit? Is there a process
so that you don’t fall foul of corporate IT
later on?
⎕ 10.2.6 Policy on The questions on Cloud Computing are
Cloud enough for a book in their own right. But
Computing? the key point is that Cloud Computing
changes many of the rules and make some
of the architectural and policy decisions
look antiquated.
⎕ 10.2.7 Front What are you using for Sales, Marketing,
office / sales Customer Support? Do you need to
apps integrate with any of these products?
⎕ 10.2.8 Back What is used for ERP, CRM, Supply
office apps Chain, delivery, accounting, HR, IT,
facilities management? Do you need to
integrate with any of these products?
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⎕ 10.2.9 DM apps Rarely do companies have one Document
Management (DM) solution. Documents
are stored in DMs, on file store and on the
intranet. Which of these do you need to
integrate with?
⎕ 10.2.10 Portal Is there a core platform for you intranet? Is
and collaboration it based on a platform or hard coded in
HTML? How will you integrate with it?
⎕ 10.2.11 BI, What is being used for BI? Is it a formal BI
metrics and toolset or is it MS Office? Which of these
scorecards do you need to integrate with?
⎕ 10.2.12 Existing Do you already have investments in BPM
BPM tools tools? Are you clear about their scope,
functionality and strengths and
weaknesses? Are you using their full
capability? Are you using their latest
release? When was the last time their sales
rep came in and talked about how you
could get more value from your current
deployment?
⎕ 10.2.13 BPM What is the strategy for BPM? Is it one
tools strategy toolset, or at least one vendor for all
capabilities? Does one vendor cover all the
bases? Alternatively is best of breed and
manage the integration points?
⎕ 10.2.14 Mapping What do you use for discovery, process
and discovery modeling and process mapping? Are you
clear on the requirements for these tools?
If process improvement is a goal,
governance and publishing are as
important as the ease of use of modeling.
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⎕ 10.2.15 Business Business Analysis tools have historically
Analysis been aimed at the BA/IT audience and
therefore are often too complex for rapid
discovery / mapping with end users. But
their support for the modeling standards of
BPMN, UML and BPEL are important for
workflow / IT development.
⎕ 10.2.16 EA Who owns the Enterprise Architecture
modeling (EA) and how is it documented and
maintained? Does this require a separate
tool or are the modeling tools or Business
Analysis tools sufficient?
⎕ 10.2.17 Simul- When and where will simulation and
ation important optimization be used? Is there a need for a
best of breed vendor?
⎕ 10.2.18 Deploy- How will you get process content to end
ment to end users? In what format? What control over
users access rights? And onto what devices?
⎕ 10.2.19 Content Enterprise Content Management (ECM)
Management solutions deal with collaboration and
document content and are often not set up
to manage hierarchical process content.
However the integration is critical as many
of the applications are the default portal
and are one of the key DMs.
⎕ 10.2.20 Learning The adoption and understanding of
Management company processes is a skills that need to
be tested and verified, hence the need to
integrate with Learning Management
Systems (LMS).
⎕ 10.2.21 Risk and Highlighting risk and control points is best
governance achieved by mapping processes. But the
management of the sign-off of risk control
points requires a different capability.
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⎕ 10.2.22 Cloud Do you understand the implications of all
implications or any of the above technologies being
delivered as a Cloud solution? What does
this do you enterprise architecture and
tools strategy?
Perhaps reading the Thinking of… Buying a

Cloud Solution? Ask the Smart Questions book
would be useful.
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10.3 Legacy process content

Process has been around as long as companies have
functioned. So it is likely that there is some form of process
content exists in the organization. How accurate, well
understood, liked, up to date and complete will vary.
Key questions are ‘Is the content worth keeping?’ If you
throw it away how do you justify it, and who gets hacked off?
If you keep it do you potentially have more effort persuading
the owners to change it?
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⎕ 10.3.1 Processes Focusing on only the scope of the project,
documented what is the process maturity of the areas
you are looking at?
⎕ 10.3.2 Validity If there are processes documented how
of processes complete? How up to date? How well liked
and used? How accurate? And how are
you going to make this assessment?
Hearsay, user logs, interviews?
⎕ 10.3.3 Process Has the process content followed any
format standards? How consistently have they
been applied? Are they all held in the same
tool or database? Is so is the same version
of tool and therefore no compatibility
issues?
⎕ 10.3.4 Owner Is there formal process ownership? Who
of the content “politically” owns it, or more importantly
cares about it? Where is the project
manager who created it – very senior,
influential, protective? Can you use the
process content or just ignore it? What
would you really like to do?
⎕ 10.3.5 What How is value perceived? Is it the cost to
value create it, or the value people get from it, or
how well it is used? A simple test : deny
access for a hour or so and see who
screams.
⎕ 10.3.6 How well How do you measure how well used it is?
used Are there user logs you can check, or is it
all printed and on desk requiring site visits?
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⎕ 10.3.7 Difficult Unless you do a representative test you
to migrate have no way of assessing the technical
difficulty. No matter what the brochure
says about the “Tool’s intuitive import
module” there is likely to be some manual
tidying up. Getting an early view of that is
critical.
⎕ 10.3.8 Estimate Run a simple test. When a vendor says they
of migration risk have an import facility, what does it look
like when converted? How much effort
tidying up, sort out inconsistencies
between the diagrams and validating? What
is the risk? How do you mitigate?
⎕ 10.3.9 Quicker Whilst migrating process data may seem
to transpose like the quickest route, how much time will
be added transposing, updating and
convincing the original owners to change
it? Will you suffer from a lack of adoption
or the negative baggage that came with the
legacy date. Perhaps it is quicker to start
again, building exactly the right answer, and
gaining buy-in along the way.
⎕ 10.3.10 Offshore Perhaps offshoring or outsourcing the
conversion conversion activity may be a cheaper route
(China, India, Eastern Europe). Either to
run the conversion routines and tidy up or
simply to rekeying.
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10.4 Delivery, deployment and

support
Business change really is only effective when people act
differently, consistently and in line with strategy. So a critical
part of BPM is ensuring that the changes to working practices,
the new workflows and supporting applications are used
correctly by staff, partners and customers. That means
adoption.
Therefore thinking about how the information and underlying
technology is delivered to them is critical. It should influence
how the information is developed and how the applications
are built.
“Oh no! Not another set of applications to support” is
probably the reaction from a hard pressed IT department who
are being asked to do more with less budget.
This may be another application in IT’s portfolio but it may
have different characteristics in terms of data types, data
volumes, usage and criticality compared with other
transactional applications.
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⎕ 10.4.1 Phased What is the roll-out strategy? Is it phasing
roll-out or big- by geography, device, business area, user
bang type? What are the roll-back plans if there
is a problem?
⎕ 10.4.2 Wider What is the wider potential? Could it be
roll-out plans rolled out to all partners or customers
through a self-service portal?
⎕ 10.4.3 Planning What technical migration activity is there?
migration What level of risk is there, and what are the
roll-back plans?
⎕ 10.4.4 Costs of Have you estimated the costs of cleaning
data clean up all the data to be converted? Bad data
carried over to the new service can create a
poor impression on day one, impacting
adoption. One thing is certain, without
base data for the users, the acceptance of
the service will be a challenge. Has the
vendor experience of cleaning data in your
format and volumes? Therefore can they
estimate accurately or is a 3rd party going to
need to be used?
⎕ 10.4.5 Internal After cleaning the data, it will need to be
costs of data migrated and tested. Do you need to
migration include internal costs for this data
migration? Your internal IT team will need
to export the data and possibly support the
migration. Building export/import
routines, testing and running migration as
just some of the activities.
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rd
⎕ 10.4.6 3 party Do you need to include 3rd party costs for
costs of data this data migration? If your internal IT
migration team are not available or capable of
building export/import routines, testing &
running migration systems do you need a
3rd party? Are you allowed to use them?
⎕ 10.4.7 3rd party Some activities may require specialists with
resources need specific certifications or security clearance?
specialist skills Some of your customers may require you
to use contractors who are approved to a
specified security level (e.g. Governments).
Or your insurance or warranties may be
invalid if you do not use a “certified”
engineer. These types of resources are
typically in high demand and you will need
to provide longer notice to secure their
services.
⎕ 10.4.8 What DR Have you costed the IT infrastructure
/ roll-back required to protect the data as it is
during data migrated? The migration is the riskiest
migration time. If the migration fails then what
additional capabilities do you need to be
able to catch it and roll-back to the
previous set-up?
⎕ 10.4.9 Changes What is the mechanism for capturing
to content and process changes and enhancement ideas
apps for the systems and underlying
applications? Is there a central resource? Is
it the CoE or through of the IT service
desk?
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⎕ 10.4.10 Demand Based on the success of the project good
for more word spreads. So how will you manage or
prioritize the demand from other areas of
the business?
⎕ 10.4.11 Network New types of data pushed around the
sizing network. So sizing vs. roll-out plans.
⎕ 10.4.12 Project Do you require other projects or activities
dependencies to be in place first? These may be change
programs, organizational changes, new
systems or upgrades, market changes,
customer contracts or legislative changes.
⎕ 10.4.13 Upgrades What upgrades are require prior to roll-
to servers, out? Are these scheduled or are there
networks and dependencies on other projects? Are these
devices on the critical path for your project?
⎕ 10.4.14 Funding Are the upgrades paid out of a central
upgrades budget or charged to the business and
under what terms? What if you decide to
externalize the service to all your
customers? Does that blow your ROI
apart?
⎕ 10.4.15 Funding You are now dependent on some software
ongoing vendors? What are the software
operation maintenance charges, and do you have to
take the upgrades? Who pays?
⎕ 10.4.16 Costs Do you have to factor the hardware,
factored into network usage, software costs and
business case maintenance into your business case? Have
you?
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⎕ 10.4.17 Conflicts Are the upgrades to the infrastructure
with other IT causing you to be in conflict with changes
projects required by other projects? For example
you need an upgrade to all browsers to
enable a plug-in to work, but this upgrade
will require an upgrade to the CRM
solution and that cannot be scheduled for
at least 6 months – if at all.
⎕ 10.4.18 Training What training do the IT team need to be
for ‘admin’ able to manage and support the BPM
applications? What new skills do you need
to hire in?
⎕ 10.4.19 Technical Is there a level of certification in the BPM
certification in applications that IT staff can reach? Is this
apps career enhancing? Does it mean they are
likely to be poached? Are their non-
compete clauses in the vendor and
consultant contracts?
⎕ 10.4.20 What What SLAs is the business is expecting vs
SLAs SLAs from vendor provides. Perhaps the
vendor cannot cover all time zones so do
you act as the central help desk? How will
that work? What skills do you need?
⎕ 10.4.21 How do If you have a suite of different BPM
SLAs vary applications (mapping, simulation,
execution) how do their SLAs differ. This
may be ok as some are operational and
mission critical. Others are project tools.
⎕ 10.4.22 Support What are you expected to offer the
desk business users in terms of hours,
requirements languages? What can you expect from the
vendors?
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Technology

⎕ 10.4.23 Upgrades Are you forced to take patches and new
and new releases releases? How does that affect current
operations including training materials
which may include screenshots?
⎕ 10.4.24 Back-up, What are the requirements and data
restore and DR volumes? These may be very different
requirements form the normal transactional or database
systems you are used to supporting
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Technology
10.5 Vendor selection

You have probably selected IT vendors many, many times
before. So these questions will highlight areas which are
different due to the nature of the BPM applications.
You are going to be potentially dependent on your vendor
every hour of every day. So are they going to be around
tomorrow, next year and for the foreseeable future? In a world
which is changing rapidly, where even long established global
investment banks disappear overnight, then we can have no
long term certainty. But we need to make sure that we have
asked the Smart Questions and assessed the risks.
If you are considering procuring a Cloud service, that is a very
different proposition and you should also read Thinking of...
Buying a Cloud Solution? Ask the Smart Questions.
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Technology

⎕ 10.5.1 On- For each of the applications, are they
premise or Cloud offered as a Cloud service, only on-premise
or both? Can you migrate between the
two? i.e. start pilot as on the Cloud service
and migrate on-premise for the full roll-out
⎕ 10.5.2 Project Which of the applications are project tools
or long-term and which are long-term operational
⎕ 10.5.3 Proven Can it cope with the data volumes and user
scalability volumes for the organization – ie every
employee or potentially every customer?
⎕ 10.5.4 Industry Do they provide or have access to business
models process models for your industry?
⎕ 10.5.5 Support Do they support the approach or
for methodologies that you are considering
methodologies using
⎕ 10.5.6 Process Can the tools import the existing process
model import / content models and convert them into a
export usable format?
⎕ 10.5.7 Support What is their strategy for supporting new
for devices on devices such as mobile phones as new
roadmap models appear?
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Funny you should say that
Chapter
11Funny you should say that

Laughter gives us distance. It allows us to step back from an event, deal
with it and then move on.
Bob Newhart (Comedian, 1929 – )
B PM sounds great in theory. The last Chapters of

questions were valuable – but not very exciting or
engaging. They could hardly be described as fun.
What the book is missing are some stories or anecdotes
which bring the Smart Questions to life.
If we’d interspersed these stories with the questions it would
have made the last Chapters too long. It would also have
prevented you using the questions as checklists or aide-
memoires. So we’ve grouped together our list of stories in this
Chapter. Some of the stories are painful and expensive, which
makes them even more valuable. I’m sure that you have your
own stories – both positive and negative - so let us know
them:
[email protected]
117
Alcatel
Lighting up at scale:
A leader in fixed, mobile and converged

broadband networking, IP technologies,
applications and services, Alcatel-Lucent
leverages the unrivalled technical and scientific expertise of
Bell Labs, one of the largest innovation powerhouses in the
communications industry. They work with service providers,
enterprises and governments worldwide, providing solutions
to deliver voice, data and video communication services to
end-users.
Migration challenge
The challenge Alcatel-Lucent faced was how to provide a
migration capability to support large scale network migrations
for network providers. The change team was tasked with
creating an entire Migration Organization from scratch, in
only 6 months! The capability encompasses Solution Design
which builds the capability based on the network migration
requirements, Solution Integration which transitions the new
capability into the operational environment and Operational
Services which utilizes the capability to fulfill the migrations.
It is not often that a company selects a mission critical project

with fixed timescales and heavy financial penalties as their first
attempt at bringing together people, modeling tools and
execution platforms on a new system.
The starting point for their project was of course people, but
for them the initial “key” people were their customers, so in
order to be sure they could address their needs they spent time
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with the customers and used their customer’s processes as the

starting point.
Against these they overlaid their own processes. This was a

quick and effective way of identifying the gaps and any
changes that might be required to accommodate the
customers’ needs.
Engaging end users
Aware of the risks of such maps and models becoming
unwieldy or disconnected from reality, the team at Alcatel-
Lucent took the time to ensure that the models they created
were recognizable to the users. They saw this as a vital task,
they also found it important to use the naming conventions
that users knew and recognized (the change team was actually
using ITIL as a basis but did not see any benefit in forcing
people to switch to ITIL names for the sake of it)
The resultant system that they created is impressive, with each

“Migration” they deal with comprising of up to 1,000 “mini-
projects” running at any one time. Of course there was no way
they could employ a thousand project managers, so they had
to have a system that could do the managing for them, only
involving people when exceptions occurred and to this end
created a comprehensive dashboard system. This dashboard
ensured that the management team was kept updated, but only
needed to get involved when they were really needed.
Speed of delivery
The system that was created by the team at Alcatel-Lucent in
such a short time appears truly amazing. Others who have
heard about the detail describe it as a complete Business
Change Management System. Their project included the
analysis and design of process models, the subsequent
119
implementation of workflows, as well as the implementation

of a fully working management dashboard discussed above.
The main business impact on Alcatel-Lucent has been that the

tools have allowed a very fast ramp-up of the team and
migration capability due to full integration, user friendliness,
ease and speed of customization. In comparison with other
approaches or a manual implementation method, the solution
has lead to substantial savings in the program are projected to
continue to do so going forwards: low maintenance costs,
increased levels of efficiency whilst the project portfolio
increases.
Reuse across the world

In addition, the business impact of using the tools has been
significant allowing for the structured processes to be used
within Alcatel-Lucent‘s Migration Operations Centre’s across
the world. The tools require very little rework for different
customer migrations and have limited the amount of delayed
or failed customer migrations by ensuring the standard
processes and procedures are followed. Given this, the levels
of risk on all migrations have been reduced by 75% because
the action areas to be monitored for migrations are more
limited and manageable along with saving
Something that the team at Alcatel-Lucent don’t talk about is

themselves. In order to achieve such an undertaking required
an extremely dedicated and motivated change team. That team
also had to be well supported by management, the results
shows that all of these things were present.
Lesson: If you put together a good team, provide them

with the resources they need, they might be able to perform
miracle for you too. They will however require you to be clear
120
on exactly what it is you want or need. Also they will need you
to both get out of their way and at the same time your
support. BPM projects don’t have to take forever and can
provide a great return on investment in only a short period.
121
Arizona Public
Service
Burning platform:
Arizona Public Service (APS) generates, sells and delivers

electricity and energy related products and services. APS
serves more than a million customers in 11 of Arizona’s 15
counties and is the operator and co-owner of the Palo Verde
Nuclear Generating Station (PVNGS) – a primary source of
electricity for the Southwest.
Burning platform
A catastrophic fire at an APS substation that destroyed five
transformers caused millions of dollars worth of damage, and
required a rebuild of the substation. The fire impacted
400,000 customers, and resulted in a corrective action plan
being approved by the Arizona Corporation Commission
(ACC), which is an Arizona regulatory body. As part of the
plan APS agreed to incorporate leading practices into its
substation maintenance processes and to implement a
scheduling tool. The goal was to increase reliability by
ensuring the substations were maintained in an effective and
efficient manner.
The Substation fire provided a burning platform, both in a

literal and figurative sense, which required APS to look once
again at Substation Maintenance and determine the gaps
between leading practices and current practices.
APS also met a challenge because of company values. How

does one incorporate change into a company with employees
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that have an average of 17 years of service? Or incorporating

change into a company that is undergoing incredible growth.
APS customer base has doubled every 20 years. In 1980, APS
had 400,000 customers and, in 2005, customers topped
1,000,000. In 2020, it is projected that APS will serve 1.6
million customers. So, in the midst of this substation crisis, the
company also had to handle more customers than ever before.
Leading practices
To meet the challenges of increasing reliability and becoming
aligned with leading practices, APS identified leading practices
and focused on documenting the current state processes and
capturing issues, opportunities, gaps, problems and
unanswered questions. Once the current state was captured,
the group focused on addressing the issues and creating a
future state process that reflected these leading practices. By
capturing the information in a professional modeling tool the
team found it easier understand the gaps and undertake impact
analysis.
Beyond the technology a key part of APS’s strategy was to

identify and appoint Process Owners and they attended all of
the process meetings along with process teams. Additionally
the two layers of management above the section leaders also
attended the sessions periodically to show support and
provide the incentive from leadership. The "voice of the
customer" was to reduce the number and age of the work
orders and to implement a scheduling system that would
support planning for five weeks out.
Leading from the front

Implementing leading practices required changes in how work
was distributed and changed job duties. The leaders were
exemplary in being there to support that what was being done
123
was the "right" thing. They let people work through their
problems with the changes but reassignment for people who
were not in alignment was an option. Management provided a
consistent message and culture change happened. Throughout
all of this, the focus on process enabled people to envision
what was needed to meet the ACC requirements and to
become more proactive in their work.
In 2007 Substation Maintenance met or exceeded all of their

reliability metrics. Before the process effort, they had not met
more than 80% of the metrics. Before the process effort, 80%
of their work was reactive, now 20% is. They have created
acceptable ranges for the number and age of work orders.
Ongoing change
Following on from this project, the company has undertaken
several more, all of which have been successful, and in 2008
Vice President for Energy Delivery started a major new
initiative. The purpose of the multi-year initiative, which is
process-based, is to assess processes, procedures, technologies,
capabilities and organizational and operational effectiveness
and performance to identify areas for improvement. The
cross-functional areas included in the initiative include Asset
Management, System Planning, System Operation, Design and
Engineering Construction, Project Management and
Standards, Design and Configuration Management.
Lesson: It is not until disaster strikes that many companies

realize the value of having well documented maps and models
of their business. And then of course it is too late. However,
by having these things in place early makes it easier to assess
the impact of change, driven by business needs or regulatory
compliance. The company can also more readily adapt to
change and ensure that everyone is utilizing the most up to
124
date information and, as in this case, handle expansion more

easily.
125
Gallagher
Estates
People are the

process:
Gallagher Convention Centre, one of Africa’s largest

conference and exhibition venues started as an estate for the
Gallagher family. In its grounds of 30 hectares there are 25
000 square meters of exhibition space, nineteen multipurpose
venues and state of the art facilities, Gallagher Convention
Centre can accommodate anywhere from 2 to 12 000 visitors.
The complexities are running such a large and complex people

centric business are huge, and because of the business domain
they are in, any mistakes are highly visible.
Made to feel like a star

So imagine for a moment that you arrive at the centre for the
first time, as your driver announces your name at the front
gate you notice a large sign with your name welcoming you
and with directions for you to follow. The security guard at the
gate insists on opening the door to see you and says he wants
to be the first to welcome you. Your car follows a route
through the estate, all with personalized signs, before directing
you to a car park, where there is a space with your name on it.
As soon as the car is parked, you notice that someone is stood
waiting for you, your host? no another security guard who
welcomes you by name and invites you to follow him to
126
reception. As you arrive at a reception a smiling lady gets up to

greet you and shake your hand and asks you about your
journey. As soon as you are signed in the lady comes around
the desk and insists that she will take you to the meeting room
and on the way points out where all the facilities are, as well as
chatting to you as though you had known her all your life.
As you arrive at your meeting room, you discover that you are
the first person to arrive. Well not quite as there waiting for
you is an AV specialist who asks if he can help you set up your
equipment.
Meanwhile the smiling receptionist returns with the coffee you

were offered. So long before you ever meet the people you
had gone to see, you have already been extremely well looked
after.
How would you feel about such an experience, would you feel
good? Does it sound the sort of place that you might like to
use again in the future? Are they the sort of people you would
trust to organize your meetings?
Well the above experience is a true one and made all the more
remarkable when you consider that the visitor was not a
paying customer of theirs, but instead a supplier who was
potentially selling to the organization.
People make processes work

It is easy when focusing on process management to think
about maps, models and systems. When in reality it is the
people who use those processes that will make the difference
between success and failure.
127
For Gallagher Estates the emphasis was interesting, at a senior

level they did not use process or procedure language
particularly heavily. Instead they kept talking about hospitality
and doing the right things. They also placed a very heavy
emphasis on people communicating with each other. Certainly
behind the scenes there were masses of policies, procedures
and processes – you can imagine from a risk and regulation
point of view it can get very complicated.
A by-product of this outside in, communicate first approach is

that staff morale was very high. As they say themselves, you
can’t be happy dealing with visitors if you are not feeling
happy on the inside. Of course if you do feel happy on the
inside then it shows on the outside too.
The results speak for themselves

When questioned as to whether this light-touch, caring type
approach was expensive and counter to running a good
business, the company defense was robust and hard to argue
with. In a highly competitive industry, revenue is up, repeat
business is up and staff retention is high, meaning recruitment
costs are kept low. While customer satisfaction and visitor
ratings are at an all time high.
Perhaps, they have identified the real key to where to focus

when undertaking process improvement.
Lesson: How do your processes look when seen through

the eyes of your suppliers and customers? Are your processes
communicated internally is such a way that everybody who
needs to know does know? Focus less on the details of
processes and more on the outcomes or results of the process.
128
Good or bad, in the final analysis that is how others will judge
you and your business.
129
Hindustan Motors
Next Practice in Action
Hindustan Motors Limited is part of the C.K Birla Group.

The company was started in 1942 by Mr B.M Birla. In 1948 it
began the manufacture of its most iconic vehicle – the
Ambassador – the first car to be built in India (licensing the
manufacture of the Morris Oxford from the UK). Over the
years Hindustan Motors has equipped itself with state-of-the-
art facilities for the production of passenger cars, trucks and
multi utility vehicles. Today the company manufactures and
sells cars for Mitsubishi and Isuzu, but still makes and sells the
Ambassador, over 60 years on continuous production.
R. Santhanam, Managing Director of Hindustan Motors is
totally sold on the benefits that process management brings to
his company. He sees it as a crucial part of the company’s
strategy for success. However, Santhanam also believes that
many of the advantages that process brings can only be gained
by thinking about solutions differently. Hindustan Motors,
also makes use of Next Practice and they were very keen to
demonstrate the idea of Next Practice in Action.
Sumit Seth, the Country Head of Sales was eager to show off a
new approach to car dealership and how they had applied next
practice thinking.
High on Caffeine
Going through the car showroom and up some stairs one
suddenly encounters enormous coffee shop! “High on
Caffeine” complete with pool table, video games and
countless other toys for boys to amuse themselves with. In
fact the coffee shop was more like an entertainment zone with
a café attached.
130
So why a coffee shop in a dealership and where did the idea

come from? Well in the first instance they were thinking about
ideas to increase showroom traffic. Then someone suggested
that they were a little like a bookstore, somewhere people only
went when they wanted what you sold. The rest of the time
they stayed away. In thinking like a bookstore they realized
that many bookstores had now installed coffee shops and
turned themselves into destinations. Well, if it worked for a
bookstore then maybe it would work for a car dealership.
At the time of writing the coffee shop has only been operating
a short while. However, the coffee shop is already making a
profit in its own right and they have already sold additional
cars as a result of the increased foot traffic through the
showroom.
There is more than just the coffee shop that makes this
business model clever though; there is also the way they target
who they want to visit the coffee shop. The company has very
cleverly identified who would be potential buyers of the
vehicles; the cars are at the higher end of the market and so
the buyers need to be carefully targeted. They have then
executed direct mail and magazine campaigns to attract just
those who fall into the potential buyer niche and have ensured
that the décor and entertainment in the coffee shop is
designed to appeal to them.
Next Practice
For Hindustan Motors though, this is just the beginning, they
are now looking at applying the same Next Practice thinking
to the expansion of their dealer network out to potentially six
hundred of India’s smaller towns and cities, although starting
with an initial twelve. In this respect they are now looking at
having to deal with parts and servicing challenges far away
from main dealerships and so are having to generate new ways
of working and once again they are looking to other industries
for their ideas.
131
They are thinking like a parcel company and looking at how

the rail distribution and airport locations can help them
identify which cities to target next. They also think of as not
having mechanics to service cars but engineers, thus opening
up the range of potential businesses who could act as local
agents for the company. Other thinking is coming from areas
such as Computer Maintenance – IBM have a great system of
multi-levels of stores for spare parts around the world and the
engineers travel with only a tool case, the parts being sourced
locally for most incidents.
While other companies are still focusing on reductionist
thinking, cost cutting and best practice, Hindustan Motors
wants to be better than the best and is more interested in how
to grow the top line revenue, this will reduce costs as a
percentage of their business.
Lesson: Where do you look for inspiration and ideas? Is
your company still inwardly focused only looking inside your
own industry or do you look outside your sector and borrow
ideas from other good companies? There are countless tales of
companies who are seen as innovative or leading, yet when
you look behind the scenes they are just copying and adapting.
The only difference is that they don’t just look inside their
industry.
132
ING South West

Europe Compliance
maturity:
ING South West Europe started a

Compliance Maturity program in January 2008, with the
objective of updating and improving the organization’s
compliance function and where necessary improving the
approach and efficiency of Compliance Management by
process automation. It was apparent that several compliance
processes were very manual and resource intensive. As a
consequence new compliance regulations tended to result in
increased head count in the compliance area. One area of
concern was the huge increase in workload resulting from
MiFID regulations and ING urgently needed to address this in
order to avoid problems with the Belgian regulator “CBFA”.
Motivation
A team of several regional Compliance Officers dealt with a
wide variety of compliance issues, including a (manually
executed) trade approval process known as ‘Pre-Clearing’.
With the implementation of MiFID in November 2007,
regulatory changes relating to “Insider Trading” had resulted
in an increase from 200 to 1,500 traders who must ‘Pre-Clear’
proposed trades. Existing ways of working no longer sufficed.
There were inconsistencies in how different Compliance
Officers worked. Manual intensive processes and an over
reliance on e-mail meant that the process was not just
inefficient, but impossible to report on from an audit
perspective. Monitoring was impossible due to the fact that all
data was stored locally in Compliance Officer mailboxes or
folders.
133
A consistent and far more automated process was required

which needed to be followed by all Compliance Officers.
Cloud Solution
Capacity issues within IT meant that they would leverage
hosted process mapping software as a service capability so that
no software needed to be installed on ING’s infrastructure.
However, the lack of IT capacity had another significant

impact, which was that the IT department could not build the
required process automation soon enough. If Nimbus was to
be engaged by ING they had to not just define improved
business processes, but had to automate them as well.
The first step was a process definition workshop with several

of the Compliance Officers. From this ING and Nimbus
captured the end-to-end process together with a clear
understanding of the automation required. This gave Nimbus
the confidence that the technical requirements were actually
quite easy to deliver as a bespoke project. A technical
specification was built from the process content, which after a
couple of reviews with ING was handed to the development
team who started work straight away in order to meet ING’s
deadline.
Result
The software development project was extremely fast, and
‘right first time’. Compliance Officers access the ‘My Page’ to
access the process descriptions, performance metrics and
scorecards, providing a real time view of relevant process
performance. A team of four Compliance Officers now
operates the whole application as part of their regular job.
Over 99% of trades requests are now dealt with automatically.
134
The process mapping software provided a process view which greatly

facilitated the definition of requirements between compliance specialists
and developers. Our cost per transaction reduced from €16 to less than
€3, and we have exceeded our target for automatic processing.
Erik Werson. Program Director, ING.
Feedback from the Program Director verified that by starting

out with a clearly defined business process, communication
was greatly facilitated between the development team,
management and users. Also it had been easier to determine
the appropriate measures to focus on for the metrics and
scorecards. The initial pilot was so popular, that additional
users started signing-up before they were formerly invited to.
Future
A second process automation project, the “Insider
Registration Process”, has already been completed. The Pre-
Clearing application is being rolled out across the whole SW
Europe region. Several other banks in the regions are also now
interested in the same application.
Lesson: A combination of process mapping to simplify the

processes and then picking the right technology to automate
has driven huge benefits. Which has lead to further projects.
This is the power of picking the right project, the right
technology and focusing on delivering results.
135
Intrepid Energy
North Sea
Outsourcing par
excellence
Revenues of £220m, profits of £60m, 24 staff (yes – 24).

Now I know the CFOs out there will have their calculators
ready and be working out the profitability of their own
organization if it were based on this business model.
It is a real company – an oil company operating predominately
in the North Sea. Their expertise is in selecting and buying the
‘plots of land’ to explore, which are called sectors. Recently
they bought sectors that contain the largest oil reserves in the
North Sea – to date. They also are good at selling oil to the
market. And they are very good at subcontracting and
managing everything in between – exploration, drilling,
delivery and distribution.
Industry expertise
They know the industry and are consummate outsourcers. Put
another way, they understand their core skills, they understand
exactly what it takes to do all the jobs that have been
outsourced. They know them so well, that they are able to
define the correct metrics (SLA) to manage and drive the
subcontractors.
For example, for every barrel of oil you pump out of a field
you need to pump in a barrel of water to stop the field
collapsing and reducing its overall capacity. For every two
barrels of water injected back into the field you get an
additional barrel of oil out. Therefore it is critical that the
water injection plant is operational 24/7.
136
Almost as important as the oil pumping plant. Unless water

injection is an SLA, then the sub-contractor is unlikely to
invest in keeping the water injection plant at this level of
availability.
Coalface to Stakeholder Interface

The successful oil business I am describing put in place a
Intelligent Operations Manual accessible by all staff long
before we knew what it was called. They called it the ‘Coalface
to Stakeholder Interface’. This is their business mapped out in
process terms, both internally and externally, with metrics and
supporting documents linked in the correct context. It links
the drivers of the stakeholders with the actions of the coalface.
This is used by the internal team and the sub-contractors. It is
manual not automated.
The Director of Engineering and Production commented, ‘I
was looking for a tool that would glue everything together so
we could create a focus for the business and enable it to move
forward quickly. We had a long list of capabilities and
functionality we wanted. I’d tried to put it in place at a US oil
company where I worked some 10 years earlier but the
infrastructure and software costs were prohibitive’.
Postscript – Intrepid Energy North Sea was sold for $840

million.
Lesson: Unless you know your business intimately you

cannot outsource with the level of precision demonstrated by
the case study. With an understanding of process comes the
definition of the key metrics which form the SLAs in the
contract. That then drives the outsourcers with laser precision.
137
And that enables a relatively small team to focus on their key

strengths and drive staggering value.
138
Irish Life
Going digital:
Based in Dublin Irish Life is a large

traditional pensions and insurance service
company. They have 5000 staff in the Irish Life group and
300 in the Corporate Business division. The Corporate
Business division is a supplier of employer sponsored pension
schemes and has pension arrangements with 3,900 employers
in the country.
In the pension business you traditionally have long
relationships with your customers. In it is not unusual to have
30+ year relationships with employers. The result is that this
leads to a lot of paperwork, all of which requires sorting, filing
and storing. If left unmanaged the results have a massive
impact on the business, its staff and its customers.
The Corporate Business division undertook digitization of the

division by using business process management techniques,
shifting a paper based organization into the digital world. This
created major changes in the way that Irish Life Corporate
Business operated.
In the initial stages the focus was on removing as much

paperwork as possible through digitization. This then
provided the platform for introducing automation etc. By
moving all the paper into the digital world it was easier to
capture the routing of work and automate much of it. The
resultant lightened load for the administration teams meant
that the company was then able to offer a better service, which
is becoming a major differentiator in our market.
The approach to this project was to go right across the

business, but to do it in a shallow manor, so that we were not
139
trying to change one process too deep. They focused on the

capture, routing and reporting elements of the work once we
had completed the removal of paper files.
The IT team at Irish Life is seen as part of the business, rather

than sitting on the side lines. At around the same time as
beginning BPM project Irish Life also began adopting Six
Sigma for project management and made use of it alongside
their BPM initiative.
Paul O'Neill, Head of IT & New Developments used constant

engagement with the staff to ensure they all felt part of the
process to ensure the project was a success. For Paul it was a
case of communicate, communicate, communicate and to get
champions in to each area. People don't like change; and Irish
Life had to convince 300 people that this change was good. A
lot of staff had been with the company for over 20 years.
Many of them have been working in the same way for 10 or
12 years. So like everything involving change it required a
measured approach with good and appropriate
communication.
The real magic of BPM is it has allowed Irish Life to integrate

existing systems to get the real information we have out of
their systems. The company has now added business
intelligence (BI) tools and are using these to analyze how long
processes take. This means they can put a real ROI on the use
of BPM. They suggest that the information they have on their
business and its processes they could not have had before.
Whilst the project was underway the business was growing so

even as a result of improved efficiency, they didn't have to lose
any people because they were able to be redeployed due to the
growth of the organization. Paul also notes that they have seen
an increase of productivity of 35 per cent.
140
Perhaps one of the best ways to gauge the success of the

project is from an employee perspective. The number of
workers who've come back to work from maternity leave, for
example, and say it's a much better place to work is
astonishing.
Irish Life is now at a stage where everyone is very engaged

with this, they have a suggestion box with six to nine months
worth of process changes in it. The result of this is a constant
stream of change going on because there has been a mindset
change, people talk about processes rather than work or tasks.
Lesson: By involving people in the process then the

barriers to change can simply melt away. People, when
working well together as part of the process, will usually
deliver far more than you ever thought possible. In this case
Irish Life achieved was is termed as the BPM triple crown,
reducing costs, improving customer service and increasing
revenue.
141
JPMorgan
Investment Bank
Technology Service
Delivery Solution
Process & Systems Optimization in

IT:
This case study outlines how JPMorgan, one of the world's
leading investment banks, used process mapping and
deployment technology to help improve service delivery
efficiency within its Technology Group.
Global economic conditions have forced all financial

institutions to focus on efficiency. JPMorgan’s Head of IT
identified that IT Service costs were high, when comparing the
ratio of cost per fulltime employee served. A baseline
productivity review was carried out, which identified a lack of
standard processes across international offices, poor visibility
of service performance (metrics), and a plethora of different
IT tools used to deliver the services involved. Many had
similar or overlapping capability, and it was apparent that
significant on-going savings might be made if an appropriate
way could be found to consolidate the tools used, whilst
moving towards more consistent, best practice business
processes.
ITIL based process work

A process and tools work stream was created to understand
the current state; develop and as far as possible standardized
support processes, and define a future state architecture. ITIL
142
was chosen as a best-practice reference point with which to

consider the optimization efforts. The work stream not only
addressed the strategic service delivery processes, but also
examined the inventory of IT tools with the goal of
consolidation and standardization.
A process mapping tool was selected to support which was

already used within JPMorgan where its suitability had been
proven for a geographically-dispersed project team. Its simple
mapping standards made process information easily accessible
to everyone without the need to learn another ‘technical’
application. Its analytical capabilities were ideal for the
identification of tools used against each business process, and
the subsequent reporting needed to validate proposed
rationalization scenarios.
The built in change control and web publishing would also

ensure that the effort expended by the team creating, agreeing
and approving new processes would result in a sustainable
“process operations manual” for continued use and long term
business benefit.
Solution
Initially, it was used to define standard ITIL workflows and
compare the various (and often necessary) process variations.
Whereever possible future state operating practices were
consolidated around a standard best practice approach. The
team then used it to socialize the proposed future state with
the widely dispersed project members and stakeholders, to
gain consensus.
Having identified, communicated and to an extent agreed
upon the new proposed business processes, the content was
used to support the review of IT tool capability against the
process context.
143
The process content provided a very visual indication of how

well certain tools supported required “activity steps”, which
could be color coded (red, amber or green) accordingly. The
goal was to eliminate tool overlap and duplication, whilst
ensuring the new business processes would still be supported
as required.
Results
The process mapping application was a key project enabler,
providing a process analysis and communication platform
which supported the Technology Group as they consolidated
48 Service Delivery tools into 4. This has also enabled
improved performance reporting, which now drives
productivity and efficiency programs across the division. The
process content is actively used and maintained on an on-
going basis, for service optimization and innovation.
Having a governed and robust approach to business processes

management, together with a clear understanding of the tools
used to deliver required automation will help the Technology
Group maintain efficient operations and prevent the return to
unnecessary disparate ways of working across the regions.
Future
The process system has provided a governance framework for
the ongoing maintenance of Service Delivery processes, so
that they can more easily be kept up to date. The resulting
process operations manual is a trusted ‘source of the truth’
regarding how the division operates; which is already being
leveraged and extended in ancillary projects. The specification
of related system enhancements and additions is now more
easily and accurately achieved in the context of end-to-end
business processes. Such projects and enhancements should
lead to further productivity and efficiency improvements for
the bank.
144
The mapping application, with its ease-of-use and comprehensive

functionality, has been and remains a major contributor in our mission to
standardize processes and successfully drive change throughout the
organization.
Rob Locurto, VP - Global FX Service Delivery Manager
Lesson: IT-led projects can learn from existing business-

driven process improvement projects. They can use the tools
and approaches rather than using their systems development
modeling tools or jumping straight into automation. In fact,
this project has driven out the benefits without developing
new automated systems.
145
Newcastle Building
Society
Meeting everyone’s needs:
Newcastle Building Society is one of the U.K.’s leading mutual

building societies with assets of more than £4.5 billion under
management. The society provides a range of products and
services including mortgages, savings and investments,
financial planning and insurance. With a reputation for
embracing innovative technology and developing
groundbreaking products, the Newcastle has more than 1,000
staff and is the largest building society in the North East of
England.
Expansion and growth can be challenging at the best of times,

but with limited management information, and managers
spending hours assessing queues and prioritizing and
allocating tasks, it can be seen as almost impossible. This was
the scene at NBS. In addition just like many other
organizations their departments worked in silos and it this
made it difficult to share resources when workload was heavy.
Customer focused
Their initial objectives were to improve customer service and
move toward a more customer centric business. Secondly they
wanted to break down silos and help to balance workload. So
the initial idea was to replace manual, paper-based systems
with an integrated automated solution. People played a major
part in the success of NBS, as they moved forward into the
realm of process; they stayed very focused on ensuring that
the solutions worked at many levels.
146
For example, as part of the solution NBS developed their own

management information system. It operates in real time 24/7
allowing managers to produce reports by department, team,
individual, work type or process in just seconds. Mangers love
the fact they now know exactly where they are. They are also
able to see how much work is costing and measure overall
efficiency much better. Because all work is now visible, they
can continually improve efficiency by reducing the time to
complete a task. This ensured that very quickly managers were
on side with new ways of working and new systems, they
could see what was in it for them.
Multi-skilled workforce
Training played a major part in the NBS process success story.
Taking the time to multi-skill the workforce has provided
them with far greater flexibility. With a fully flexible workforce
– people can build up their skills in different areas and there
are now multi-skilled teams working together. From an
individual’s perspective they are no longer expected to handle
peaks in workload on their own, now there are up to 500
others who can help if needed. This has enhanced job
satisfaction and boosted morale, as a side issue this focus on
benefits to the individual decreased the resistance to change.
In addition, for those who want it, home-working has become
a possibility with staff able to access work from home, as you
can imagine giving staff greater choice always goes down well.
Many of the benefits gained at NBS went beyond those

traditionally associated with technology; they found that by
moving to a more process managed organization they gained
in ways they might not have anticipated. Process management
was pivotal in enabling the executive team to convince the
Board of Directors that they had the people, tools and
capabilities that would allow them to diversify into new
147
markets. Without process management in place, they could

not have achieved that.
In addition to being better able to manage multiple brands,

multiple product launches, new promotions and the peaks and
troughs of market demand. The company now has the
capability to get a new product to market within 16-20 days
and flex resources to meet their SLAs. In addition NBS are
now offer back office, processing and call centre services to
other financial institutions. The ability to offer both member
and third party services is a big differentiator in the market.
A process culture
NBS now feels that process management has now become
part of their infrastructure and embedded into the culture of
their organization, they believe it has become fundamental to
how they organize their teams and how they operate.
Efficiency gains and cost reductions are very important to

NBS but adopting a process management approach and
opening up new opportunities and new business streams is
what has really excited and motivated people. They see that
the best way for them to protect their business and their jobs
is through growth.
Lesson: By taking time to involve people at every level and

ensure that the solutions you propose meet their needs you
increase your chances of success. When dealing with the needs
at the CxO level you may very often find that business growth
is of more interest that cost saving. Of course if you can offer
them both so much the better. Also we see that the changes
148
for staff that lead to a better quality of life are more interesting
to them than just a new way of working.
149
Sayga Flour
When Management
Take The Lead:
Sayga Flour is part of the largest
private company in Sudan. Their
biggest competitor in the flour
business is the Sudanese
government. Some years ago they decided that in order to
remain competitive they needed to move to a more process
centric way of working.
Most observers of BPM agree that to really make the deep
changes required for an organization to see the full benefits
BPM can bring the top management team need to take the
lead. This is something that Sayga CEO, Ihab Latif,
understood well. He also understood that in order to make
changes he had to invest in his people, to show them that not
only was he serious but that he was willing to back the idea
with investment.
Kick off event for 30 managers
After providing training some of his key people, the business
and process analysts, he was ready to introduce the concepts
to the managers in the business. To this end a presentation
and workshop format was agreed and an outside speaker was
invited and the audience size agreed a presentation for 30
people and a workshop for 15 people. In order to kick-start
things Latif agreed to send out the initial email invite to
attendees. The following paraphrases that email;
“As you are aware I am sponsoring the presentation Why
BPM and Why BPM for Us? The reason I am doing this is my
belief that the difference between good and great companies is
150
the systems which are driving them. I believe that the

presentation and workshop that follow will give all of us an
insight into the management techniques used to analyze and
optimize our business processes. As managers this should be a
fundamental part of what we do every day.
The reality though is that we get bogged down in day to day

details and do not detach ourselves enough to look at the
reasons why we do things the way we do them and consider
doing them differently. We do not manage business processes.
We let the processes manage us.
I am hoping that this presentation will be an eye opener in this
area. I am also hoping to increase awareness as well as give
you a view on how as a company we want to take our
management to a higher level by instilling BPM as a core
activity and competence within the business.
I appreciate your commitment to attend and your further
commitment to go through the change process which BPM
can deliver.”
The email was duly sent out. The result was astounding, not
just the top team of the Sayga decided to come along, but so
did the top team of their parent company and many of their
other subsidiaries.
Turnout of 150
Instead of a presentation for 30 people they had 150 of DAL
Group’s top management assembled for the day. The event
was a momentous occasion, the first time that such a gathering
had occurred at the company, and the topic that they were so
keen to learn about was BPM and process improvement. What
a signal it sent out to the rest of the organization. Management
was not leading with words, but was leading by example.
151
There can be no mistaking the vision and foresight of a CEO

like Ihab Latif. Few other organizations with a 70% market
share, growing revenues and profits would undertake BPM. In
Ihab’s words “It is no good waiting until we are on the way
down, it is while we are on the top of our game that we need
to make the changes. For at that point we still have the time
and resources to make sensible, rational choices, rather than
having to rush into things in the vain hope that it can save us
after the fact.”
A few days later when the first two day process workshop was
scheduled they had to turn people away at the door. So
enthusiastic were people that over 40 tried to attend and were
actually upset when the last 10 had to be physically turned
away.
Lesson: As a manager or executive, where you spend your
time will signal to others what your real priorities are. If you
are involved in process improvement they will get involved in
process improvement. All too often managers only get
involved by way of memos, emails and presentations. Each of
these can help, but there is no substitute for actually getting
involved.
152
Screen Actors Guild
Simplify and automate:
The SAG-PPHP was established in 1960, as

the result of a collective bargaining
agreement between producers in the motion picture and
television industry and the Screen Actors Guild. The SAG –
PPHP benefit participants and their families throughout their
careers and into retirement. Health Plan benefits include
hospitalization, major medical, dental, mental health, and
chemical
dependency benefits and life insurance. The plan also provides
pension benefits to qualified participants. Benefits are
provided to
working and retired actors and their dependents in all 50
states.
The Screen Actors Guild – Producers Pension and Health

Plan (SAG-PPHP) processes more than 750,000 medical
claims with the number growing each year. Additionally, it
must manage a constant influx of new member
documentation.
A BPM solution
The BPM solution enables SAG-PPHP to convert paper
documents into easily manageable electronic documents,
enhance processes, and reach HIPAA compliance. They have
reduced the number of steps in the process from 26 to 6.
Additionally, SAG-PPHP has integrated its OCR software,
claims system HIPAA exchange server, and the BPMS into a
seamless process management system. This allows SAG-
PPHP to balance workload, integrate audit points into the
process, and quickly retrieve claims documentation.
153
With 66,000 eligible participants and dependents, the SAG-

PPHP must handle a huge volume of documentation: earnings
reports from the studios, performer information forms,
beneficiary forms, supporting documentation,
correspondence, and claims. In particular, SAG-PPHP
processes more than 750,000 medical claims each year — a
number that continues to grow — while also managing a
constant influx of new member documentation.
Driving up workload efficiency
Processing such a volume of claims could be an overwhelming
task for this in-house organization. But with a BPM solution
the SAG - PPHP team handles the workload efficiently and
cost effectively—while ensuring compliance with the Health
Insurance Portability and Accountability Act (HIPAA).
Our focus this past year has been ensuring HIPAA compliance. A
central part of HIPAA compliance is being able to receive 837
transactions electronically.
Amanda Bernard, Executive Project Manager for the SAG Producers
Pension and Health Plans
They integrated the OCR software, claims system, HIPAA

exchange server, and the BPM system. The BPM vendor’s
professional services organization set up and customized
adjudication so the system will audit the automated claims
process and facilitate error correction.
For example, should a problem be detected with a claim,

manual intervention is required. Again working with
professional services, SAG-PPHP were be able to transform
837 electronic data from the claims system into formatted
images that can be viewed alongside other supporting
documentation on an adjuster’s screen.
154
This capability enables the adjuster to determine the problem,

correct the information using a form within the process, and
send the corrected claim back into the mass adjudication
system.
Our top priority is to serve the needs of our participants. The BPM
solution enables us to process our claims more accurately, more efficiently,
and to provide the level of service our participants expect.
Amanda Bernard, Executive Project Manager for the SAG Producers
Pension and Health Plans
Lesson: By focusing on process simplification first, you can

speed up the time taken to reduce the cost of automation.
Further, the benefits of a smaller, lighter automation also
result in reduced on-going maintenance of the system. The
historical approach of automate first builds fat into the system
and can make it difficult to change, especially if the people
who were in the process are no longer available to you.
155
Toyota Motor
Europe
Lean Operations:
Toyota Motor Europe (TME) launched the Lean Operations

Project with the aim of improving the European Sales Group
“ways of working” to ensure profitable growth. The vision
was to identify and implement structural efficiency and create
a cost conscious mindset throughout the organization. The
project is on-going.
“Lean Thinking” has a key role to play in order to adapt to

the 2008-09 economic crisis which has particularly hit the
automotive sector worldwide. It was essential to rethink
current organizational structures and behaviors. The goal -
strong performance despite the rapidly changing business
environment and challenging market conditions.
Achieving efficiency improvement through “kaizen”

(continuous improvement) and elimination of “muda” (waste)
is a key part of the “Toyota Way” and in this challenging
environment it remains a key priority within TME.
The approach for identifying projects needed to become even

more pragmatic and aligned to “hoshin” (annual objectives),
staff daily jobs and individual team objectives.
Solution
Toyota applies flexible criteria for improvement project
selection, based on three key parameters:
156
 Alignment with today’s strategic priorities. Any new

project must bring immediate benefits.
 Measurement of Efficiency. Clear KPIs must be
determined to ensure efficient PDCA cycle.
 Cross-functional projects. Multi-disciplinary
improvements requiring high level coordination
Cross-Functional projects remain the key priority, however

using a process mapping application enables numerous
functional teams to drive efficiency & profit initiatives in a
self-reliant and consistent manner. Toyota have branded it
internally as “iMap” which is both the toolset and
methodology now recommended for the improvement and
communication of business processes. This provides a
“Kaizen Platform” to support lean thinking, competitiveness
and agility – critical in the current economic climate.
The capability has been applied to over twenty projects over

the last five years with solid results. Some examples include:
 Product Lifecycle Management – maintain / increase

sales before new vehicle launch. Increased process
transparency for product Improvement.
157
 Weekly Sales Reporting - significant timesaving to

provide weekly consolidated report for 27 country
network. (ROI Euro six figures.)
 Marketing Images & Materials – Significant process

acceleration for production, consent, approval and
improvement of marketing materials across Europe.
(ROI undisclosed.)
iMap delivers a flexible platform in which to visualize and improve

processes on a Pan European, cross functional level but also at an
individual staff level through iMap without large investment in special
teams. Built on a customer 1st mindset it is a tool that allows us to meet
quickly changing customer expectations.
Toyota Motor Europe
Lessons: The approach you use needs to be specific to

your company culture, history, organizational structure and
objectives. You cannot look at one company and copy their
approach and hope it will work. Once you have chosen your
approach and toolset you then need to embed it in your
organization so that it becomes a way of life.
158
Final Word
Chapter
12Final Word
You can analyze the past, but you need to design the future. That is the
difference between suffering the future and enjoying it.
Edward de Bono (Author, 1933 - )
T HE Industrial Age is said to have lasted around 100

years. The initial 30 or 40 years of that period produced
inventions that transformed the way people worked. At
a personal level those changes had a massive impact on
the people involved in such work and the way they lived their
lives.
Depending on one’s perspective, people were slaves to the
business owners, generally living and working in poor
conditions. It was only during the middle of the Industrial Age
that we started to value people and question the way in which
they were treated.
Then as the age ended we were able to use the earlier
inventions in ways that literally transformed lives for the
better. Better housing, better health, better education and a
cleaner environment.
Now we are in the Technology Age, we may have forgotten
some of those values and gone backward by aiming to simply
159
Final Word
automate people. In the Industrial Age we tried to turn people

into machines. This time we are thinking of them as
extensions of computers. Just as things changed at the end of
the Industrial Age, we are now at a point within the
Technology Age where once again we need to get back to
valuing people.
Our hope is that as you go forward in your business, you will

try harder to ensure that the systems we build or the processes
we implement will help people to achieve their dreams, to
realize their goals and fulfill their ambitions. We are at a
turning point where the technology that we create needs to
focus more on enabling us to do things we hadn’t even
thought of, rather than simply automating what we already do.
It is the former that will lead our businesses forward with
renewed prosperity; the latter will see us continuing to spiral
downwards to the point of non-existence.
We like you are just people too. We share similar hopes, fears
and emotions. All any of us want at a very personal level, is to
be able to feed and care for our families and friends and to live
happy, healthy lives. So as you go on your own process
journey, all we ask is that you think about the impact of the
changes you make on lives others and how through your own
work you can enrich your own life and the lives of the people
around you.
160
Appendix: Running senior
level workshops for process
A key part of any people centric process management project
is the ability to drive out a clear view of end to end processes
in live workshops, often with senior people. In our experience
this can be tough, and the more senior the audience the worse
it gets. So here are some thoughts on running those
workshops
Preparation
 Company mission/vision/strategy from Chairman’s
Report in Annual report or website
 Scope of project from project proposal and scope
document
 Objective of workshop from project sponsor or project
manager (PM)
 Personal objectives of CEO, project sponsor and project
manager (PM)
 Scope & context of workshop
 Audience – name, role, title
 What personal conflicts & politics in the group, and where
is power
 Terminology – what will turn them on, turn them off, no-
no’s
 How much understanding & buy-in does the audience
have of processes
 What is the pain to resolve
 Where is ROI or win
Agenda/sequence
 Introductions – go around the room
 Introduce session – why they are there, pain …
 Objectives of the session – working meeting to get a result
 Benefits of session –
o defines company operational strategy
o sets context for specific projects
o sets priorities for improvement projects
o kick start projects
o identifies project sponsors and support
 Show ‘finished product’ - so they know what they are
aiming at
 Strategic objectives on white board (tangible – with
measures)
 Mapping from end point back
 Identify process owners
 Identify priority processes for initial projects
 Next steps
Conducting Mapping
 Important thing is get interaction and momentum – get
them talking/arguing
 Start with blank sheet
 Start at back end of process “bill and collect payment”
because it is easy, non-contentious and it gets the ball
rolling
 Then move forward “what allows you to create the
invoice”
 Don’t worry about inputs and outputs initially, but as the
debate grows between audience about the context and
scope of each activity use the input and output to define.
 Use notes to document what the lower level activities are
(if and when they get talked about) – try to avoid drilling
down as it distracts from the top level
 To get them to focus on activities use “I have just joined
your organization as a XXXX, and I need to XXX. How
do I know what to do next? How do I know when I’ve
finished”
 If they can’t agree, move to a whiteboard to sketch a flow
of processes, then go back and map
Issues, objections
 Can’t agree on certain activities
o revert to white board
o try to define inputs & outputs
o look to CEO/sponsor to resolve
 Don’t have the correct people in the room
o check if workshop results will be ‘agreed’
o look to CEO/sponsor to resolve
 People focus on departments or reporting lines not
processes
o Ask the ‘I do XXXX, how can I understand
what to do?’ questions
 IT-focused people describe in systems (automated
process) terms rather than the complete process
o Ask the ‘I do XXXX, how can I understand
what to do?’ questions
Other books by the authors
Mark McGregor‘s books
In Search of BPM Excellence,

MK Press, ISBN 0-929652-40-1
Thrive! How to Succeed in The Age of The Customer,

MK Press, ISBN 0-929652-41-2
Winning With Enterprise Process Management,

Aardvark, ISBN 1-4276-1224-2
Extreme Competition
MK Press, ISBN 0-929652-38-2
Additionally has developed and delivered a number of

critically acclaimed seminars and workshops including;
 The People Side of Change
 People Centric Process Management
 Mapping & Modeling for the 21st Century
Ian Gotts’ books
Common Approach, Uncommon Results,

Ideas Warehouse, ISBN 978-0-9548309-1-5
Why Killer Products Don’t Sell,

Wiley, ISBN 978-1-906-46526-1
Thinking of.. Buying a Cloud Solution? Ask the Smart

Questions,
Smart Questions, ISBN 978-0-9561556-4-1
Thinking of.. Offering a Cloud Solution? Ask the Smart

Questions
Thinking of.. A Cloud App on Force.com that actually

makes money? Ask the Smart Questions
A book that is currently being researched in conjunction with

Heledd Straker, CIO Naked Generations
Managing the iPod generation – How can you manage
them when they can’t hear you?
Smarter Ideas – published in Summer 2010
Glossary
There are many terms being bandied around. Below are just
some of them:
BI: Business Intelligence
BAM: Business Activity Monitoring
BPA: Business Process Analysis
BPCC: Business Process Competence Center
BPI: Business Process Improvement
BPM: Business Process Management
BPMS: Business Process Management Suites
BPMT: Business Process Management Technology
BPR: Business Process Re-engineering
BRM: Business Rules Management
BSR: Business Service Repository
CRM: Customer Relationship Management
ECM: Enterprise Content Management
ERP: Enterprise Resource Planning
CEP: Complex Event Processing
COE: Center of Excellence
DM: Document Management
KPI: Key Performance Indicator
NLP: Neuro Linguistic Programming
SLA: Service Level Agreement
SOA: Service Oriented Architecture

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What is the purpose of the book?

What is the purpose of the book?

What are some of the key terms discussed in the book?

What are some of the key terms discussed in the book?

Copyright ©2010 & 2017 Mark McGregor and Ian Gotts

Designations used by companies to distinguish their products are often claimed as

An insightful book about the central role that people play in

Technology was intended to aid human development, but its

Hardus Snow, CEO South African Development Foundation

1 Why People-Centric Process Management....................................... 1

Executives care about competitive position and competitive

For further details please visit www.spanyi.com

People like you and me

Clever clogs – skip to the questions

The Smart Questions community

Send us your feedback

1Why People-Centric Process

T HE lights dim, the audience quietens in response - and

wrong? You knew the piece intimately. You had even

A miraculous survival – again. But as you headed back for a

The pressure of change

“We believe regardless of the middleware stack that customers choose,

are currently carried out by people. These people are smart,

Engaging with real end users

IT needs to change, not people

People are everywhere

We offer this as an alternative way of thinking about your

In Chapters 2, 3, 4 and 5 provides some insight into how you

2The Business of Process

W HEN starting out on Process Management, there

In our experience, over 60% of people undertaking process

Without taking the time and making the effort to understand

suggest that in considering how best to implement a Process

So if what you are doing is delivering all the results your

How many of your process and change projects are geared

of the earlier recession, then as business picked up people said

perspective. It does not matter what we want to do. What

less is to waste time, money and other resources and to risk

amazing amounts of additional savings when push comes to

Enhancing customer service

Of course, these customer centric processes also enable us to

3The Process of Change

I F you talk to people about how they go about

technique needs to be applied but how they don't have the

The same struggle also takes place in the field of personal

By way of a change the following might assist in generating

It is suggested, and supported by a large body of research, that

Depending on the individual's personality and the magnitude

how to do it, it is simple, just ensure that the future is

 Be supportive, acknowledge and reward the

Looking outside business for inspiration

The following is an extract from that conversation, which ties

"When you help someone you first seem to focus on

If you don't have full agreement, you appear to go back to the

Now, with their full agreement you undertake the change

are going to take to successfully embed a culture of change

What motivates change?

Speed: How important is speed to accomplishing the

Conformance: How closely must we follow the specific