Aligning Business Process Management to Strategy & Goals
Deploying Processes and Innovation as Strategic Weapons
A Two-Day Seminar
Billions of dollars have been invested in process improvement and information technology by corporate America and the government over the last 15 years. The payback has not met expectations.
The key to solving this “Process Paradox” or “Productivity Paradox” is to link and align business process management with strategic planning so that improvements truly impact the long-term health of an organization. Think about the companies that leveraged process or technology innovation to achieve business growth (e.g. Wal-Mart, Enterprise Rent-A-Car, United Parcel Service, Dell Computers). Why did their changes have dramatic impact? Why haven’t their competitors been able to copy their success?
These companies (and other organizations in both the public and private sectors) have discovered the processes that are most critical to fulfilling their strategic objectives and leveraged process and/or technology innovations to make these processes true strategic differentiators.
What You Will Learn
- Why successful companies have faltered by treating strategic management and process management as separate activities
- How to evaluate process performance relative to current strategic goals
- How to use process improvement techniques to reveal new strategic opportunities
- Four techniques for leveraging process excellence to expand market share, strengthen customer relationships, enter new market segments and create new revenue streams
- How to use the Balanced Scorecard to ensure the success of process-driven strategies
- Why technology and process investments must be tied closely to corporate strategy for these efforts to create meaningful, long-term return on investment
- The traditional approach to strategy and process
- Why processes are important to strategy
- Strategy & Process: A two-way relationship
II. Strategic Assessment
- Understanding the business environment and the role of process
- Identifying core processes and strategic capabilities
- Using process analysis tools to identify strengths, weaknesses, opportunities and threats
III. Building a Process-Driven Strategy
- Process leveraging techniques
- Process extension
- Market extension
- Enterprise creation
- Selecting a strategy that best capitalizes on your distinctive process capabilities
IV. Using the Strategy Map and the BSC as a Management System
- Linking and aligning strategic objectives
- Managing strategy: Four perspectives
- Impact of BSC on operational decisions
- Communication of progress
Who Should Attend
- Manager or Executive responsible for making strategic decisions
- Process Owner/Manager or any leader who needs to leverage innovation to meet organizational objectives
- A Manager or Director who wants to link day-to-day operations with strategic goals
- Member of a Strategic Planning team
- Senior Manager of IT, Business Analysis or Enterprise Architecture
- Leader of a BPM, Process Improvement or Innovation team
This practical, two-day seminar will help you weave together the strategy, technology, and process initiatives you’re pursuing and finally achieve the full, long-term potential of these investments. Act now! Enroll yourself and a team of key leaders today!
Custom Clients Only: All participants will receive a copy of Business Process Management and the Balanced Scorecard. This book uses a “how to” approach to help readers identify and target the fundamental processes that drive and detract from the strategic performance of their organizations.