smarter process amsterdam ajay satsangi

7/21/2019 Smarter Process Amsterdam Ajay Satsangi

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Enabling a Globally IntegratedEnterprise by Making Processes Smarter

Ajay Satsangi,Distinguished Engineer, Enterprise Process SimplificationIBM CHQ Enter rise Transformation

2013 IBM Corporation


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Topics

IBM's Ongoing Transformation Journey

Smarter, as Value Driver and Fuel for Innovative Transformation

A Few Examples at IBM

BPM for SAP

22 2013 IBM Corporation


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2002

Sharing & partnering

2006

Globally integrating

IBMs Ongoing Transformation JourneyThe Smarter phase of our transformation is underway


2010

Making things smarter

Instrumented, interconnected, intelligent

Enable growth

Optimize the whole system

Right skills, right place,right cost

Rationalize supportfunctions for greaterefficiency

Radically simplifyprocesses

Consistent set of processes worldwide

Leverage best practices

Standardize and reduce waste

Governance and performancediscipline


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Transformation Framework

BusinessProcess

Excellence

Organizational &Culture Change

IBM Strategy

IBM Values

Guided by the IBM Strategyand grounded in our Values

Enable transformation atthe intersection of

IBMs Approach to Transformation


InformationTechnologyEnablement

Enabling Growth Enabling Productivity Enabling Change

Growth markets leadership

Mergers & acquisitions

State-of-the-art salesenablement

Value Services

Business processexcellence

IT enablement

Transformational leadership

Organizational ChangeManagement

Values-based culture

Transformation Focus Areas

,technology and culture

Sustain our strength in theglobal marketplace byfocusing on areas thatenable growth, productivity,and culture change


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The EPF includes 3 categories of Level 1 processes cutting acrossbusiness units and geographies Hardware Software Services

Americas NE/SW IOT JapanGMU Americas NE/SW IOT JapanGMU Americas NE/SW IOT JapanGMU

O p e r a

t i n g

( C l i e n

t F a c

i n g

) 2.0 Market to Opportunity

4.0 Order to Cash

3.0 Opportunity to Order

1.0 Idea to Market

Our Enterprise Process Framework (EPF) provides a commontaxonomy and foundation for process integration

EPF Overview

Process taxonomy designedto help categorize informationon business processes tosupport transformation,


11.0 Manage Finances

10.0 Manage Human Resources

12.0 Manage Business Transformation & Information Technology

13.0 Manage Web & Business Support S u p p o r t

i n g

( F o u n

d a

t i o n a

l

P r o c e s s e s

)

8.0 Manage Sales and Channels

7.0 Plan and Manage Client Relationships

6.0 Develop Strategy to Execute

9.0 Procure to Pay

14.0 Manage Financing Services

. uppor

15.0 Deliver Services

E n a

b l i n g

( E n a

b l e s

C l i e n

t F a c

i n g

)

activitiesCommon processes arelogically grouped anddisplayed once with a singleprocess owner, but can beused by many business areas

Enable organization tounderstand inner workingsfrom a horizontal processviewpoint, rather than avertical functional organizationpoint of view.


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Foundational Methods and Tools

-------------------------------------------- Transformation Continuum ---------------------------------------

Develop business visionand mission

Establish processmanagement system

Select projects, applymethods and tools

Monitor and manageprocess performance

Strategize Govern SustainImprove

Define strategic processcapabilities, roadmapplans and objectives

Process ownershipMeasurement system, KPIsTrack performanceRecognize opportunities

Select and perform projectsDeliver business capabilitiesHarvest assets for standardreuse

Adopt changesOptimize execution

Achieve objectives

IBM transformation professionals leverage six foundationalmethods and tools for internal business process simplification


Business Process Management

Social Business Transformation

Business Analytics

Better Change

Lean Six Sigma

Additional Methods and ToolsMethods and tools are primarily associated by phase, but can add value across the continuum


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Our scenario-based Toolkit guides practitioners to methods andtools for solving common business challenges, e.g.,

Recommended Project Steps

1.1 What are the key processperformance measures? Are reliablemeasurement systems in place?

Enterprise Process Framework Business Process Manager

Example link tothe Business Architecture

method

Toolkit for Process Transformation: Business Scenario 1 Guidance

Example links tothe Lean Six

Improve the end-to-end productivity (cycle-time, cost, quality) of a majorbusiness process by at least 50% to meet committed goals


1.2 How do these measures relate tothe customer, end-user, and businesscritical requirements?

Voice of the Customer Key Performance Indicators Organization Change Plan

1.3 What are the current performanceresults, including variability across anydifferent process versions by location

or organization)? What gaps existamong current, forecasted andrequired process performance?

Lean Six Sigma measurements Business Structure Modeling SPSS predictive analysis

1.4 Have process activities beendocumented as they are actuallyperformed? Which of these activities

add customer value? Are there workelimination plans for those that dont?

SIPOC Blueworks Live Value Stream Mapping Business Process Manager

Example link tothe Better

Change method

Example linkto a Business Analytics tool

Example link toa Software tool

Sigma method


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Business Process Management (BPM) Building Blocks...empoweringbusiness and ITusers to easilymanage change...

Business rules and analyticsprovide flexibility for repeatabledecisions that change frequently


Flexible integration

interconnects applications andservices across the organization

Processes can mix structuredand unstructured activities,according to business needs

MDM


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Business OutcomesBusiness Outcomes

Here are several recent examples of BPM/BMRSdeployments delivering Smarter, more agile processes

Mid-Market Deal Registration Deliver PTI improvement by reducing dealregistration cycle time with rules-based work-flow automation.

Supply Chain Alerts Over $2M annual savings for timely notifications whensupply chain disruptions occur.

Cross-brand Pricing Estimator Reduce pricing proposal implementationfrom 14 to 1-4 days and deployment to new countries in days versus weeks.

GTS Cloud Sales Enablement Integrated work-flow, rules and monitoring toreduce partner register to welcome kit cycle-time from days to hours.


AchievedAchieved eograp y oca on o e ss gnmen - na e reps o up a erules (direct) for geography location code assignments, reducing cycle time

from several weeks to just a week for more than 50 countries.

Maintenance Technical Services Increased IBM Client satisfaction throughproactive notification of exposures in clients IT inventory by applying rules

derived via analytics. Delivered for IBM Client, Kaiser.

Infrastructure Optimization Reduced cycle time by 75% to complete theanalysis required to migrate from Physical servers to Virtual servers. Proof-of-

value delivered.

Business Agility Enablement Cloud - Application teams rapidly acquireshared instances of BPM and Decision Management software in minutes to

implement solutions that achieve business agility.


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Deal Registration Business Partner Pain-points

Manual process using spreadsheets

No on-line request status

Cycle-time too long

Goal: 84% improvement in end-to-endcycle-time to register deals


A global cross-brand simplified andenabled Deal Registration process

Initiate with key brand to reduce cycle-

time from 152 hours to


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BPM technology provides the capabilities needed to automatethe Deal Registration process

Collaborative processdiscovery and definitionin BlueworksLive


Automation andenablement of solutio n

workflow in BPM andbusiness rules in ODM


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Smarter Transformation Intiatives by Process

IBM Enterprise Process Owners are leveraging Smarter roadmapsto help guide and deliver desired process improvementsSmarter Enterprise Transformation Portfolio Smarter transformation initiatives by process Aligned to Client experience, employee experience, and shareholder value Select high-impact initiatives that enable tactical or strategic Smarter enterprise plans

BPM, analytics, social are strategic capabilities for enabling targeted IBM businessoutcomes

interconnected intelligent

instrumented


I2MMktg

O2OClient Rel.

ChannelsO2C

P2PSupport

HRFIN

BT/ITBus Supt

IGFDel Svcs

010

SmarterPortfolio # ofInitiatives Smarter

PortfolioValue byProcess

ClientExperience

EmployeeExperience

ShareholderValue

Smarter Portfolio Roadmaps by Process

Marketing

BusinessSupport& Web

BT/IT

O2O


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Business Drivers for Packaged Applications

ReduceCustomCoding

and related costs

Flexibility

ApplicationConfiguration

ImprovedSystem-LevelCollaboration

SOA and ApplicationIntegration

ActiveBusiness

PerformanceOptimization

Orchestration andInline AutomatedDecision Making

1980s 1990s 2000 - present FORWARD!



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How SAP Processes Are Implemented Today

Most SAPimplementationsrely on staticdocumentationto implement

processes andmay not reflect theprocesses actually

much

customizationis often required


A documentation-centric approachto SAP needs

humancompliancewith processdocumentation

making itdifficult tomigrate to

future releases


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SAP Process Optimization Gaps

Understand howSAP processes areimplemented today

Use real-timeanalytics to driveimmediate businessresponse to threatsand opportunities

FlexibilityVisibility

Simplify processdesign and change

Standardize coreprocess elements

Match processvariants to specificbusinessperformancerequirements


Agility Control

Enhance andchange processesand business policyat the speeddemanded by thebusiness

Enable business-led change

Reroute work andtailor runningprocesses toreduce bottlenecks

Optimize businessoutcomes based ondynamic businessconditions

Know the status of key processes? Get real-time visibility into

bottlenecks?

Effectively reroute work to lessexperienced workers?

How canthe average

SAPcustomer:

Know which process changes aremost likely to help?

Quickly rollout process changes?

Quickly integrate new process workers into your business?


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Unlike Other BPM Platforms, With IBM BPM 8.0

The picture IS your SAP process


All in one tool analysis through execution through improvement

Analyze. Define. Execute. Monitor. Improve.


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Reduce blueprintingtime, cost and risk

Improve processreliability, flexibility,visibility and control

Improve process efficiencyand reduce business

complexity

Innovation

IterativeBusinessBlueprinting

ProcessIntegration andOrchestration

Process Automation

ProcessDiscovery andMonitoring

Decision Automation

GuidedWorkflow

Mine SAPBusiness Eventsto discover actualprocesses and act

Use an iterative,experiential-basedapproach toaccelerate

Interactively guideend users throughSAP screens toimprove productivity,

Optimize processsteps to improvecycle time,manageability and

Dramaticallyreduce the cycletime of high volumeprocesses by

Automatecomplexdecision makingto reduce

Transformation

Core IBM BPM for SAPCapabilities


Apply the right mix of process innovation capabilities based on: Process characteristics The level of optimization desired Current process innovation maturity

Business Optimization Potential

in real time to

businesschallenges

traditional SAP

blueprinting withSAP SolutionManager

visibility and

consistency

visibility of key

processes

reducing/removing

human interaction

bottlenecks and

improvebusinessoutcomes

smarter process amsterdam ajay satsangi

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