BP Group – Process & Performance News – August 2009
A periodic update for all things process

Specialist sub-groups - indepth expertise - thought leadership - networking
Nic Harvard		Dick Lee		Janne Ohtomen		Steve Towers		John Corr

You will need to be a member of the BP Group on Linked to access many of these resources - if you are not here is the link to join (it's FREE and always will be) - http://bit.ly/kADnq

Dear Colleague,
Ten months in and 2,500 of us in the BP Group on LinkedIn
It is confirmed - we are one of the fastest growing online communities.
If it was a numbers game we would be proud however the majority of us know it is more about quality and sustainability. With a new sub group launched adding to the four already certainly the contributions from a mainstream of group members is stimulating and vibrant so do get involved in the debates.
You will then be part of shaping the future of business and ultimately the planet.
One person, One process, One organization at a time!

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Most complex business processes will benefit from examination, modelling, simplification and removal of bottlenecks and redundant steps.

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In conjunction with iCMG we are running a series of webinars

Limited places
August 21- BPM - evolving beyond Six Sigma/Lean approaches
August 14–BPM & Performance Management Scorecards & Strategy
August 28- BPM – Bridging the Gap. Integrating business with technology
BPM - Rapid Cost Reduction The How, what and where
BPM - New Organisation Structures and Reward Systems

Why is Customer Experience so different to Customer Expectation?
David Mottershead
Say you've identified an organisation that needs a little BPM, what is the message that gets people excited the most? Is it a crown, the triple crown, or something else? Is every organisation the same or does it depend on the type of organisation, the industry, the size of the organisation or who you speak to? (20 comments)

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Complexity is the result of lack of alignment to customer success (Part 1 of 4)
Steve Towers
There is no excuse for complexity. It is a consequence of muddled thinking and a lack of understanding of the true goal of the organisation, which is creating Successful Customer Outcomes.

Complexity has developed as organisations have added new routes to market, new ways of delivering service, new enterprise IT systems and a myriad of improvement approaches. Each internal functional specialism has developed a mindset to optimise their part of the organisation...

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BP Group Soapbox 1, 2 & 3
Steve Towers

In the last month we have opened pandoras box. Tackling emotive issues head-on.

BP GROUP SOAPBOX 1: Process is an Effect

BP GROUP SOAPBOX 2: Six Sigma caused the global recession.

BP GROUP SOAPBOX 3: Do We Need another Process Methodology?

The Soapbox series is designed to be provactive and let people air their views in a mutually respectful place. You may not agree, and all the better for it, so explain your perspective and share your commitment to transforming the planet!

Discovering Strategy in Process
Thomas Olbrich

Reviewing several past client engagements, it struck me that neither enterprise nor departmental strategy usually seem to be reflected in processes. Although value creation (the reason why we have enterprises) takes place through processes, the strategy behind value creation seems to get lost in translation.

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BPE in Financial Services - survey 2009 Latest IQPC research suggests changes afoot. Click the graphic to get the PDF.		BPM and Performance Management Keynote Presentation delivered at the iCMG Architecture World conference in Bangalore during July 2009 (BPGroup Members only) - Join here if you aren't a member.
		This presentation, features the latest thinking and practice related to Outside-In performance improvement. Click the graphic or link to the download from here.
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Dick Lee, Outside-In Group Leader, challenges our thinking (again) :-)

Why Are “Outside-in Process” and “CRM Process” Designed By Mutually Exclusive Professions?

Comparing process design work for CRM (customer relationship management) implementations with outside-in, customer-centric process work leads to an inescapable conclusion: CRM process, almost all designed by CRM generalists, is not up to snuff. Not even close. And I can say that (I hope), because I’ve spent many years with one foot in the CRM space trying to address this problem.

Here’s a recent quote from one of the most influential people in the customer-centric community (not a process person):

“I've always had the sense that although CRMers talked about process…

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You will need to be a member of the BP Group on Linked to access these resources - if you are not here is the link to join (it's FREE and always will be) - http://www.linkedin.com/groupRegistration?gid=1062077

Conferences (click for more)
Business Analyst World 16-17 September (Perth, Australia)
Business Process Excellence in Financial Services (London)
Lean Six Sigma & Process Improvement (Florida)

		Certification Program - now goes to SEVEN levels Join more than 7,324 qualified Certified Process Professionals at one of these events!
				“I would like to express my appreciation for your amazing efforts for more than a decade on helping the BPM community and raising awareness of BPM. I'm a professional member of BPGroup. Also, I finished the Certified Process Practitioner last June .. the course was inspiring and closed many gaps of my experience in BPM.” Bassam Alkharashi, CIO, King Khaled Eye Specialist Hospital, Riyadh, Saudi Arabia
Certification Moves to a New Level - seven in fact! Our new site, Certified Process Professional has just opened its doors. In conjunction with the Process Management Institute the updated and advanced programme will continue to spread the word of EFFECTIVE and PROVEN BPM. Cut the theory and get to the heart of achieving results from the worlds first and foremost BPM programme. The Seven levels include: Available immediately as Open or In-house programmes you can review courses advertised to Level 3 at www.bp2009.com or drop us a line and tell us what you are interested in: Level 4 - Perform - Performance Management & BPM Level 5 - Integrate - Technology & BPM Level 6 - Strategy - BPM and the Strategic elements Level 7 - Leadership - Leading with BPM - Your people, your customers and your markets

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