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July 03, 2020

Business Transformation - SPEAKER SPOTLIGHT : Targeting Value through Business Transformations

Courtesy of BPM-D's Dr. Mathias Kirchmer, below is a transcript of his speaking session on 'Targeting Value through Business Transformations' to Build a Thriving Enterprise that took place at Business Transformation & Operational Excellence Summit & Industry Awards.

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Session Information:

Targeting Value through Business Transformations

From Business Case to Operational Processes

Many companies struggle to translate their digital transformation initiatives into real business value. High expectations of stakeholders are often not met or only partly achieved. Enabling technologies like Robotic Process Automation (RPA), Intelligent Platforms or Blockchain tend to deliver only a fraction of their potential. A process-led approach to value-driven digital transformation addresses these challenges.

This presentation discusses key topics required to master the value-realization of digital business initiatives:

  • Identify high impact processes and transformation targets

  • Define a value-baseline for those processes to develop a realistic business case

  • Implement digital technologies in a process and people context

  • Enable an ongoing value-realization

All findings are illustrated using case examples, mainly from financial and high-tech companies.

Session Transcript:

Good morning and organization and he has been true and also he has written the subject expert business process manager and today he will talk about the challenge of making a vision transformation but how do we operationalize that vision and how do we business States actually changed.

Organization thank you very much for the time introduction I have to verify I'm glad about the books that the article but a most violent about the fact that my career problems over the organization's to which make the temple or what the other have to give every stuff there is a hoping that you will do we get but at the end yes company would you see here compressors and they were very proud able to the Internet provides up take on some.

unknown-1592997419590Information about up high without harm to the environments of logistics how people and the one that was a nice to have but blinding to get the real benefit out of that and they also get more money out of that then only changed and they thought about okay we'll give me now movies that the connection and they start define and the whole of the talkative more powers.

Then it's a major - and techniques how you can really drive such an benefits the motor community guides finish with two comments on how to sustain the results the curve achievement I apologize for my strong German how companies that 41% of organizations are prepared to help their forces in our control.

So that they can really realize the full potential of all those digital technologies and opportunities the rise of 1% the others does not mean they don't get any benefits or between I think we get further the new part because they know about the process time and that's why I mean it's a market of our service at my expertise but what i still bring technology and business together and in the last i really see not only that interest.

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Okay you need to tell us what was specific about yours and you need to for therefore write one page about violence the top it is important without using the word process because nobody understands not mentioned editor so that is not possible my colleague skype it down and we start how you get your energy functions how to line the people in technology and suddenly you can make a whole story about forces and forces management.

Without all using the term and the short definition business process management is the management basically the strategy and that summarize everything that forces management is about it has been also the quotas and hundreds and hundreds of times negative and then is something executives guest if you talk about the top is attacked.

The top executives about how to make his energy happy how to make sure that we don't just have the technology toys in in our ID but that we think about how to use them to really get very high benefits out of it that is very key and lives and something that we have discussions.

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About very handy but then of course the completely the next point well how do we make that happen and situation what is going on in practice and five years ago organizations the companies different sizes who have such opposes management capability in place and King here such a forces framework it shows what are the 25 top abilities.

That successful companies address some more some less but this is basically what forces management is about it I know in my colleagues is income of it's like they always going to be paid because I could talk about it for days and summarized because workers management capabilities are basically about three key topics process management tips two folds on what megaspores and that focus.

Environment very very mostly just selecting one way but this focus into stain and transformation think about how to select what matters most because if you try to point very transformative power how the transformation results today we have the big saving that not only have our people to pay 10 million dollars the cost production.

How do you make sure that this cost reduction space on its level and for the next girl yes and how do you address the new needs for transformations and so and let's start with the focus focus what matters most Radhika what matters most is what is most important to make our enterprise or business strategy and and maybe something of course is very obvious once you I like agility is such I didn't take no agility areas that is of course best targets for high priority innovation and transformation activities.

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There are highly people maturity processes basement that opposes impact assessments and the legs of course why do people mechanics behind my paper I will be page and it's not what it's their science he said the very straightforward the boat by respected people tiny net to get the high engagement and once you have that then let's move to the next step of our our transformation turn every hour.

How it is our transformation and that is a point where more often techniques like this journey the mapping and all there were several sessions about customer maybe the delay topics between the Moses model in such a journey where it's very straightforward invincible you think about where are the touch points of my organization is my clients and then look in those touch points from the clients
point of view and of course not just one client but you may say so you do get those touch points boom you're the customer point of view and for each touch point what you find well what is the common experience and what is the experience would like to see in the future.

In the beginning that differences that began because the scope of our transformation and only apply now in common device transformation initiatives they cause customers experience gives you first the very information about the school and second.

It gives you the first what type of technologies reporting poses automation automation platform things like that if suddenly our services then the completion so that you can have more personalized offers to your client oops so the first idea what once you have that idea then to the underlying
processes because the customer journey is only.

So if any help so it was out of ten chocolate cookies but I will never go back there again so now we move because now we need to include something in our process like this election is easier we can update our underlying process and we come to a situation that decline there's ten sentence tribes both of them are pretty.

Good so R by pie cookies instead of only two because they are so great and because the movement of larger organizations related it's of course a bit more complex because watching its customer journey.

If it's necessary to understand the underlying causes and I know very had lots of colleagues who say okay all these forces mapping and forces understanding is not necessary anywhere anymore we have now new technologies that don't require Maidan we have those grades are being reports that we just saw the pin gets to those sports that happen money but some time ago is a big financial.

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Organization they had very efficient CIO and in a year he had human consumer to over thousand ports my huge success read an article about the everything interesting platform in there for them in the business case for houses is function then comes of course the next step okay customer so how do we move that now to the future and the classical.

Approach is okay I suppose now let's start and that is of course a valid approach but in many especially large organizations and that leads to challenges later on because then you implement the process in the first is this unit in the next one we'll start again from scratch then you made up with difference to be process you create lots of unnecessary process variations the standardization approach it has many advantages so you create yourself a much more difficult environment for applied.

20 that means instead of on the so that you an appointment that is a ship on the other hand you would use to furthermore not significantly we had done studies that the typist abused fifty to seventy percent from one area to the next one of course thank you some discussions when they asked well bicycle of ninety percent they still variations to manage but the transference model-based approach really breaks then we have our digital to be poses and we can move from them on for our technology because tells us how we have to configure and could architect our components under the great value.

Proposition is that's the same information you would also use to manage the people side of things and that leads to the alignment technology between people and technology because you use those to be process models for your change management the information communication and training so that people can plan exactly based on the design that we have I think very good keynote this morning about the workforce management.

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Leaders in these digital transformations often a huge because that automates many of your transactional processes and then people suddenly have to focus on handling the exemptions that means you have new and different walls and so the management of Firdous areas have to combine teaching the workforce into the people the work was therefore to monitor their yeah what works that they in there have to make sure that they're performing well so that whole management workforce.

Management approach needs to be transformed and needs to be part of this digital transformation so that we are now in a situation that we have on one hand at West our we understand how our future poses this work so how do we deliver our business case we understand how we use the information for the technology side for the people side and then we can get things done and move to our business at this point it's important to have mechanisms in place to keep those processes from track and there's one big.

Topic around police governance process and data governance so what type of or words like that poses owners forces towards was responses based type of governance bodies and to have its involvement powerful enough to keep poses is a place faculty assigned flexible enough that not all things out very very important and you can resolve that by the way again by defining.

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That appropriate governance processes so the poses now she comes again many and those poses is the only work if you have your hands around the knowledge of your operational business processes and that's why the whole topic around the depository is around the efficient poses modeling around process mining very very important not only to lean transformation but also to keep processes.

I got the sign at the end of the hour I know we all have we invented for now so is that I finished the presentation I know it was only a very material who discussed some of those topics of course I've always meant to talk discussed later on and hope you note or justify our table downstairs and thank
you very much I really appreciate that you made it into session.

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About the Author

more (33)Dr. Mathias Kirchmer,
Managing Director and Co-CEO,
BPM-D.

Dr. Kirchmer is an experienced practitioner and thought leader in the field of Digital Transformation and Business Process Management (BPM). He co-founded BPM-D, a consulting company focusing on digital process transformation, operational excellence and customer experience by leveraging the discipline of BPM. Before he was Managing Director and Global Lead of BPM at Accenture, and CEO of the Americas and Japan of IDS Scheer, known for its ARIS Process Software. 

Dr. Kirchmer has led numerous transformation and process improvement initiatives and has worked with hundreds of clients in technology, financial, health, consumer goods and manufacturing industries. He has published 11 books and over 150 articles. He is affiliated faculty at the University of Pennsylvania and  received a research and teaching fellowship from the Japan Society for the Promotion of Science. 

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