Description of Communication Skills GXEX1406 Thinking and Communication Skills.
Communication Skills for Business Process Management Professionals
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Transcript of Communication Skills for Business Process Management Professionals
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Communications Skills for
Process Professionals:
8 key business cases
Mac McConnell, VP Product Marketing
©2013 Bonitasoft
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Process professionals can (and should)
advocate for BPM
• BPM implementation often begins and grows locally
• The middle and lower rungs of an organization quickly see
direct benefit, and process owners and users are often the
ones pushing the BPM agenda
• But wide-spread adoption needs the buy-in of top
management
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Audience Poll 1 – Who is trying to sell
process improvement internally?
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How to talk to the C-Suite about BPM?
• By directly addressing the issues
that top managers are concerned with
• We will help you address 8 of them
over the next 30 minutes.
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Show how BPM offers strategic value
“It’s not about you.”
• Your processes can be automated and your people can be more productive, but what does that mean to the corporate strategy?
“It’s about the business”
• BPM can be applied throughout the company to improve corporate governance, company sustainability, and the bottom line through improvement of operational performance
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Use BPM to improve…
• Company-wide efficiency
• Corporate governance
• Operational excellence
• Customer experience
• Agility
• Risk management
• Collaboration and
employee motivation
• ROI
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Case 1 BPM offers company-wide efficiency
7
BPM can show
how the
entire company
operates
Clear visibility of
operating processes
means top
management
can make key
decisions
faster and
with better
information
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Case 2
BPM offers better governance
through measurement
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• Apply BPM methodology to any organization or process
• iterative process of continuously planning, doing, measuring, learning and improving
• Implement a BPMS as a tool
– monitor efficiency
– report improvements with actual measurements
• Business processes and existing ERP, CRM, and other systems can be linked through BPM
– end-to-end traceability and continuity
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Case 3 BPM leads to
operational excellence
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• When an organization is achieving good results,
use BPM to capture how
• Replicate successful processes elsewhere
• Quickly identify bottlenecks, understand causes and apply fixes
• As process after process improves, the company improves
efficiency. Often this leads to cost savings
• Adapt successful process to local needs
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Case 4 BPM improves
customer service
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• Capture customer feedback from multiple
channels and use it for improvement
• Increased consistency of service leads to
higher customer satisfaction, and more
sales
• Setting and managing customer
expectations is easier when you know what
has happened (and what will happen)
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Audience Poll 2 – What are the
arguments against process projects?
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Case 5
BPM enables agility
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Anticipate changes
and act before competitors
With clear, robust and efficient
processes, your company is better
prepared to tackle market challenges
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Case 6 BPM reduces risk
BPM formalizes processes
and ensures traceability to show compliance
with standards and regulations
Formal processes reduce the risk
that an employee might miss audit-critical steps
More difficult to bypass validations and controls
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Case 7
BPM improves
collaboration
and employee
motivation
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• Involving all process stakeholders helps employees better understand business goals and strategies
• Business and IT work with the same tools
• BPM leverages communication tools: social, email, and more
• Mobile processes enable people to work together from anywhere
• Involvement and engagement boost employee
motivation, a critical factor in retaining top talent
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Case 8 BPM shows clear ROI
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BPM doesn’t need
a large
up-front
investment
to show
results
Identify data
needed to measure
productivity and cost savings
and build them into BPM processes
Monitor processes
and report improvements clearly
with actual measurements
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What’s important to your top management?
• Company-wide efficiency
• Corporate governance
• Operational excellence
• Customer service
• Agility
• Risk management
• Collaboration and employee motivation
• ROI
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with BPM,
the entire company gets
a well-oiled operational machine
more satisfied customers
more motivated and productive employees
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When speaking to the C-suite about BPM…
• Speak to their strategic priorities
– How does BPM implementation support key
strategic goals?
– How does your specific BPM implementation
support one or more of those goals?
• Offer objective measures.
Show how BPM will
– monitor both efficiency and KPIs
– report improvements with measurements
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Parts of a BPMS that make executives
comfortable that you are on the right path
Show and Tell
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Easy Explanation = Process Diagrams
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Easy Understanding of Next Steps = Portal
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How Many = Measuring Department Workload
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How Long = Measuring Process Efficiency
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Who = Looking for Bottlenecks
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More information
• Download Speaking to the C-Suite About BPM,
by Ruth Cernes Fagebaum, VP Sales and Alliances, Bonitasoft
• The Bonitasoft blog: Selling BPM to Executive Management
• On BPM Leader:
– Selling BPM Projects “from the bottom up” Part 1 and Part 2
• On the Process Excellence Network:
– When does BPM become a C-level Concern?
– 4 Lessons from a Salesman on Selling BPM
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