st3am business optimisation approach

Business OptimisationKey Performance and Process Indicators

Presented by Ralf Fickert

Our approach together

Understand Interview Identify Define

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Recommendations and suggestions

PHASE 1Delivery

PHASE 12 Weeks Discovery Workshop

People Processes Data Sources

Activity

Input

Delivery

Legend

Understand current

Understand

• business processes

• business objectives for performance indicators

• existing reports and performance indicators

• target values for performance indicators

• performance indicator value ranges

• actions defined for performance indicator values and trends

• performance challenges


Activity

Input

Delivery

Legend

Conduct Interviews to

• compare business process execution with business process definition

• identify business obstacles influencing the desired performance indicator values

• understand operational objectives

Interview


Activity

Input

Delivery

Legend

Identify related data sources to

• understand existing data manipulation

• know which data are included and excluded

• know system limitations

• understand integration requirements

Identify


Activity

Input

Delivery

Legend

Definition of

• performance indicators to be measured and monitored

• formulas to bring the performance indicators into business context and business meaning

• upper and lower levels for performance indicators

• monitoring and alert approaches

• action to be taken if performance indicators go outside defined levels

Define


Activity

Input

Delivery

Legend

Processes

• Where are the measuring points of the business processes within the processes?

• What is measured on the measure points of the business processes?

• How is the business impact of the measure points defined?

• Who is monitoring the measure points?

• Who owns the processes?

• How do you adjust business processes to make them even better?

Processes


Activity

Input

Delivery

Legend

Data

• How do you ensure data quality?

• What is the relationship between data sets/entities? Do you have a recent entity relationship diagram?

• What is the expected data volume and frequency of the data sets?

• Do you have a mapping between data filtering conditions and business use cases?

• How do you do data validation checks?

Data


Activity

Input

Delivery

Legend

Sources

• Where are the data located?

• Do you use any integration platform?

• What is the process of adding new data for extraction?

• Where is the mapping done between different keys with the same meaning?

• How do you do the verification of the data extraction processes?

Sources


Activity

Input

Delivery

Legend

Change ManagementPath to sustainable success



Desired State

Current State

Change Management


Explain Involve Motivate Inspire


On-Going

Change Management – Phase 2 -a path to sustainable success

People Processes Mind-Set

Success

Activity

Input

Delivery

Legend

Explain

• the business impacts of the planned changes

• the planned improvement process

• how your employees can positively impact the business success

• how the improvement and success is measured

• how ongoing feedback from the employees is collected to fine tune the improvements

• why compliance to the new changes/processes is important

Explain


Activity

Input

Delivery

Legend

Involve

• Inform employees why they are an important factor to the success

• Point out the benefit of the changes for your employees and the business

• Ask employees for their participation and feedback to the improvements

• Assign employees to be the trainer for their co-workers and implement a “Train the Trainer” approach

• Give employees responsibilities within the change process

Involve


Activity

Input

Delivery

Legend

Motivate

• Create an award program

• Outline career opportunities

• Create competition program using “gamification” approach

• Create dashboards providing clear defined performance indicators, trend lines and actions

• Focus on the positive improvements and create success models to be used within areas with less improvements

• Encourage feedback from employees

Motivate


Activity

Input

Delivery

Legend

Inspire

• Setup an Idea-Lab cross organisations/departments for collaborations to share best practices, share knowledge, discuss and challenge

Inspire


Activity

Input

Delivery

Legend

Mind-Set

• “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change” Charles Darwin

• “To improve is to change; to be perfect is to change often” Winston Churchill

• „D x V x F > RD = Dissatisfaction with how things are now; V = Vision of what is possible; F = First, concrete steps that can be taken towards the vision; If the product of these three factors is greater than R = Resistance then change is possible. “.

Kathi Dannemiller (1980s) based on David Gleichers formula (1960s)

Mind-Set


Activity

Input

Delivery

Legend


Plan Execute Test Rollout


On-Going

PHASE 3Implementation based on Phase 1 and 2 Delivery

People Processes Data Sources

Monitor

Activity

Input

Delivery

Legend

Monitor

• performance indicator dashboards and reports

• current versus target values of performance indicators

• trend lines of performance indicators

• impact of action taken on performance indicators

Monitor


Activity

Input

Delivery

Legend

How we work togetherA journey together for success


How we work together

• working with you as a partner

• bringing cross industries experiences and knowledge

• offering a success based modelPartnership a

journey to successVirtual

Professional Team

Success Based Model



Success driven

Win-Win driven

Cash flow driven

Success Based Model

Agree on how to measure our delivery

• What exactly does a successful delivery mean?

• How do we measure the success of the delivery?

• What are the expected cost savings and/or revenue growth related to the delivery?

Agree


Activity

Input

Delivery

Legend

Monitor

• Success of business optimisation delivery

• Cost savings / revenue growth based on business optimisation delivery

Monitor


Activity

Input

Delivery

Legend

st3am business optimisation approach

Presentations & Public Speaking

data extraction processes

new data

data setsentities

data quality

business obstacles

business context

business impacts

business process definition