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BPGroup.orgSteve Towerssteve.towers@bpgroup.orgwww.bpgroup.org | www.towersassociates.com

The BP Groups (www.bpgroup.org) research a decade ago identified a shift from 'inside-out' to customer centric 'outside-in' techniques and methods. The early work around this was presented in the book 'In Search of BPM Excellence' in 2004/5 at http://bit.ly/dNlOQ Subsequently Customer Expectation Management was articulated as the most evolved form of BPM - see http://bit.ly/15jYug

The method in its earliest form was called 8 Omega (see http://www.8omega.com/ ) however 8 Omega fails the acid test - where is the customer?

The subsequent emergence of Advanced BPM & CEM with its emphasis on doing the right things provides the means for dramatic and sustainable improvements - way beyond those achieved with classic inside-out approaches such as Lean and Six Sigma.

The Customer Expectation Management Method (CEMMethodTM) is the means to those improvements and was launched at a keynote during the 9th Annual IQPC Exchange conference in London (June 2007) and discussed in the associated article http://bit.ly/4kbNPq (updated 2009)

The CEMMethodTM has now been refined, road tested and proved worthy in major companies across the globe. You can access the approach in conjunction with comprehensive training at www.bp2009.com

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197019751980198519901995200020052010BenefitsWaves of Benefits from Business Process Evolution based on Towers Associates & BPGroup Research 2006-7 (800+ organizations)

Service

Service & Cost

Service & Cost & RevenueThe TRIPLE CROWN

TRIPLE CROWN plus1234TotalQualityManagementBusinessProcessImprovementSix SigmaLeanBasedApproachesBusinessProcessManagementCustomerExpectationManagement

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Outside-In Process what is it?An outside in process is one which has been created to successfully deliver a customer outcome and has been designed from the customer's perspective.

This process is likely to reduce the number of moments of truth or interactions with the organisation and is "doing the right things", in terms of delivering the process as part of an overall customer success strategy.

An inside out process may be thought of as one which also provides the goods or services to the customer, but the process to provide these are viewed from the organisation's perspective. It may be "doing things right" but not necessarily "doing the right things".

It may seek to improve the customer's experience, but not necessarily aligned with delivering a successful customer outcome, or what the customer really wants.

David Mottershead, Certified Process Professional - Creative Digital Technology (Australia)

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1) What do customers really need?The Right Things12345678132132132

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Understand & Develop Successful Customer Outcomes

TOOLS

Layer 1: Who is the Customer?Layer 2: What is the Customers current Expectation?Layer 3: What is the process the customer thinks they are involved with?Layer 4: How does whatWe do impact CustomerSuccess?Layer 5: The SuccessfulCustomerOutcome what does the customer really need from us?The primary purpose of crafting Successful Customer Outcomes is create a fundamental focus for a process, set of processes or indeed complete enterprise strategy. The SCO extends way beyond legacyinside-out thinking to create an actionable strategic and operational objective for the entire organisation.

CRAFTING THE SUCCESSFUL CUSTOMER OUTCOMEUnderstanding the real Customer Need

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2) What things are we doing now?

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Understanding the Current State

Process Activity Map

PAM with Process diagnostics

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3) Do you Capture every client interaction?

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What are these Moments of Truth, Why do we need them and How can we make them work for us?

Jan Carlzon"We have 50,000 moments of truth every day.

President, SAS

MOTMOTMOTMOTMOTMOTMOTMOTAny interaction with the CUSTOMER is a MOMENT OF TRUTH

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MOTMOTMOTMOTMOTMOTMOTMOTAnd every MOMENT OF TRUTHRipples and reverberates through the organisation

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MOTMOTMOTMOTMOTMOTMOTMOTAnd MOMENTS OF TRUTHCreate complexity, cost, wastefulness and failure

systemspeopleProcessProcess

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MOTMOTMOTMOTMOTMOTMOTMOT

systemspeopleProcessProcess

THIS IS WHAT CAUSES WORK And this is what results The EffectA fundamental Point understanding what is the Cause and what is the Effect

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Moments of Truth

MOT

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MOT

Moments of Truth What are Moments of Truth (MOT)?

Moments of Truth are a Process DiagnosticThey occur ANYWHERE a customer touches a processThey can be people-to-people, people-to-system, systems-to-people, system-to-system, and people-to-productANY contact with a customer is a Moment of TruthMoments of Truth are both process Points of Failure and Causes of WorkMOTs are EXTERNAL > COMPANY

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4) Do you capture every internal interaction?

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Break Points

BP

Break Points

BP

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Break PointsWhat are Break Points (BP)?

Any point within a process where work is handed off is a Break Point2) Break Points can be person to person, person to system, system to person or system to system3) Break Points are both process Points of Failure and Causes of Work4) Any place that a hand-off occurs in the process and any interaction between people and systems is a Break Point5) Breakpoints are INTERNAL

5) Which of your business rules are really relevant?12345678132132132

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Business Rules

BR

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Business RulesWhat are Business Rules (BR)?

Business Rules are points within a process where decisions are made

Some Business Rules are obvious while others must be foundBusiness Rules can be operational, strategic or regulatory and they can be system-based or manual

Business Rules control the behavior of the process and shape the experience of those who touch it

Business Rules are highly prone to obsolescence

We must find and make explicit the Business Rules in the process

Examples Transportation , Insurance

The number of Process Diagnostics that exist in the organization

Process diagnostics include:Moments of TruthBreak PointsBusiness Rules

Its simple math The PoF(f)Process Points of Failure

PERFORMANCE, AGILITY, AND QUALITY ARE DRIVEN BYMOTBPBR

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PAM with Process diagnostics

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6) Do you understand the risk?

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Risk Assessment Matrix

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7) Create Action Plan

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8) Execute

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Define SUCCESSFUL CUSTOMER OUTCOME (SCO) DELIVER

PROCESSACTIVITYLISTETTTFTE132CUSTOMERINTERACTION

(Where itcould gowrong!)

132INTERNALCOMMUNICATION

(Where itcould goWrong!)

132ARTICULATEBUSINESSRULES

HHLREMOVE/REFINE MOTsREMOVE/REDUCE RISKBREAKPOINTSREMOVE HERITAGEBUSINESS RULES

WHOWHATWHENOUTCOME MAPPINGIS MATRIXACTION PLANNING12436587MODELCURRENTSTATEIDENTIFYMOMENTSOFTRUTHIDENTIFYBREAKPOINTSIDENTIFYBUSINESSRULESCUSTOMER/ORGRISKASSESSMENTDEFINEACTIONPLAN

DISCOVERYANALYSISDESIGNVALIDATIONINTEGRATIONIMPLEMENTATIONCONTROLIMPROVEMENT

Preparation0 Steve Towers All Rights reserved

BPM 8 OMEGA METHODBut wait theres more integration

Can You Imagine How Different Things Would Be?

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For more information please try these resources:

www.bpgroup.org The worlds longest established BPM Business club (1992) with Articles, Case studies and advanced BPM resources

www.towersassociates.com for certification, training and mentoring services using Advanced BPM & Customer Expectation Management

www.cityprocessmanagement.com global consultancy specialising in the useof Customer Expectation Management, BPM and Strategic change

www.cemmethod.com the latest versions of CEM and links to good resources

www.linkedin.com/e/gis/1062077 - the BPGroup community on Linked-in

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Building the Action Plan

In Building the Action Plan we target activity that will remove Moments of Truth, Break Points and Business Rules.

What we can not remove we must improve.

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www.bp2009.com the open programme available on all continents(inhouse classes available contact us at news@bpgroup.org)

www.bpgroup.org The worlds longest established BPM Business club (1992) with Articles, Case studies and advanced BPM resources

www.towersassociates.com for certification, training and mentoring services using Advanced BPM & Customer Expectation Management

www.cityprocessmanagement.com global consultancy specialising in the useof Customer Expectation Management, BPM and Strategic change

www.cemmethod.com the latest versions of CEM and links to good resources

www.linkedin.com/e/gis/1062077 - the BPGroup community on Linked-inFor more information please try these resources:

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www.bpcommunity.orgwww.bp2009.comwww.bpgroup.org

www.successfuloutcomes.blogspot.com

Business Process Professional pathwayLevelObjectiveAttainmentDesignation7LeadershipMasterCPP Champion6StrategyMasterCPP Master5IntegrateProfessionalCPP 54PerformProfessionalCPP 43innovateProfessionalCPP 32AlignProfessionalCPP 21OptimisePractitionerCPP 1CommunityEveryoneBusiness AnalystProcess Managers TechnologistsSenior ManagersLeaders

www.bp2009.com

Q 3-4 - 2009Australia IndiaUSSouth AmericaEurope

LevelObjectiveAttainment Designation7LeadershipMasterCPP Champion6StrategyMasterCPP Master5IntegrateProfessionalCPP 54PerformProfessionalCPP 43innovateProfessionalCPP 32AlignProfessionalCPP 21OptimisePractitionerCPP 1CEMM EngineerEngineerCEMM (E)CommunityEveryoneBusiness AnalystProcess Managers TechnologistsSenior ManagersLeaders CertifcationNotes:InClass Assessment1 DayTestingOnlineCase StudiesTwo requiredClient InterviewBy agreementPeer ReviewBy agreementExperienceProven qualification, time in postOngoingNotes:Renewal of CertificationWebinars, Approved Conferences, ProjectsExperienceProven qualification, time in post

Signup for classes Now atwww.bp2009.com

BPGroup.orgSteve Towerssteve.towers@bpgroup.orgwww.bpgroup.org | www.towersassociates.com