seven deadly sins of business process improvement gregory c. oberland sr. vice president insurance...
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Seven Deadly Sins of Business Process Improvement
Gregory C. Oberland
Sr. Vice President
Insurance Operations
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Change Management Complexity
Savings Opportunities
VERY LARGE
SMALL
VERY HIGH
VERY LOW
Business Process Improvement
multiple jobs
multiple jobs and processes
multiple jobs, processes and functions
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Seven Deadly Sins
# 1
• Lack of a continuous process improvement culture at all levels in the organization.
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Seven Deadly Sins
# 2
• Failing to determine whether a business process is a competitive advantage before implementing solutions.
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Key Decisions
• Look at work processimprovements first
• Use PeopleSoft financial modules unless proven otherwise
• Do not customize software(configure is OK)
• Financial process is generic (vs. core)
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Principles
• Drive down costs (vs. control increase)
• Reduce cycle time (speed matters)
• Keep it simple– Easier to use (more intuitive)– Lowers cost– Makes it faster
• Continuous improvement
• Keep score (measurement)
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Business Decision Support
Financial Reporting
Transaction Processing
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Cost/Cycle Time
Analytical/ DecisionSupport
High
Low
High Low
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Seven Deadly Sins
# 3
• The inability to take an enterprise view on certain business process issues/projects.
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Seven Deadly Sins
# 4
• Engaging in complex business process projects without having a long-term plan/vision.
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Seven Deadly Sins
# 5
• Not having the right people with the right resources working on business process improvements.
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Profiled Companies Change Management Team Structure
Company Size Location Structure History
A 9 HR Matrix 4 yrs
B 30 HR Matrix 2 yrs
C 70 Prod. Line Decentralized 3 yrs
D 23 Corp. Decentralized 2 yrs
E 4 Corp. Matrix 1.5 yrs
F 8 Finance Ad Hoc 3 yrs
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Reporting Structure
CEO / High level management
Division A
Champion
Division B Division C Division D Division E
Four business improvement staff
Champion Champion Champion Champion
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Seven Deadly Sins
# 6
• Underestimating the amount of time, energy and work involved with successfully implementing change.
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“Faced with the choice between changing ones mind and proving that there is no need to do so, almost everybody gets busy on the proof”
John Kenneth GalbraithAmerican Economist
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Clean Air Policy Transition
• Research/Benchmarking
• Survey of Employees
• Task Force/Discussions with Union
• Transitional Policy
• Final Policy
• Communications (included CEO message)
• Support Programs
• Changes to Building/Procedures
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Preparing for Change• Clear Vision
– Succinctly describe change and why it must happen.
• Sponsorship– Get commitment from the “top dog”.
• Understand/Address Organization Impact – Assess who’s losing what? Address losses.
• Plan– Develop detailed change plan.
• Communication – Frequently communicate: purpose, goal, plan, role.
• Training/Integration– Assess how behavior has to change. Provide training.
• Support
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Managing Transitions - Making the Most of ChangeWilliam Bridges
Sell Problems, Not Solutions
“[People] let go of outlived arrangements and bygone values more readily if they are convinced that there is a serious problem that demands an ending.”
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Seven Deadly Sins
# 7
• An absence of high-level leadership in business process improvement initiatives.
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