acando - business process management - processforum nordic, nov.14 2013
Post on 17-Oct-2014
658 Views
Preview:
DESCRIPTION
TRANSCRIPT
© Acando AB © Acando AB
Business Process Management
Why Did We Fail and What Do We Need to Do to Get it Right Next Time?
Stockholm, November 14th 2013
Dr. Roger Lundegård
Head of Strategy & Transformation
Acando Management Consulting
Tel: +46-72-517 7106
roger.lundegard@acando.com
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
1
© Acando AB
This session will elaborate on the WHY, HOW, and WHAT of
process management
2013-11-18 2
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
3
© Acando AB
The primary purpose of the organisation structure is to
coordinate activities and resources in the value chain
4 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
© Acando AB
In the same way as for organizations, the design principles of
airplanes affect the need for coordination
5
© Acando AB
The design of the organization structure affects the need for cross-
functional coordination and decision-making
6 Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards
© Acando AB
The organization design affects the three main structural features
affecting the need for coordination
7 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
© Acando AB
Using the model, we can see that different companies have
different need for coordination
8 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
© Acando AB
The strategic agenda in Volvo outlines a clear direction of increased
integration which increases the need for governance and processes
9
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
10
© Acando AB
The performance gap can be handled through two main strategies,
reduce need or increase ability to coordinate
11 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
© Acando AB
Processes is one of the governance models which enables
horizontal coordination
12 Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards
© Acando AB
Even if organizations and processes have been around for some
time, confusion still arises on different occasions
13
© Acando AB
As expected, different organizations have different approaches
to processes
14
© Acando AB
A common mistake is to optimizing each function’s processes
instead of capturing the holistic end-to-end flow..
15
© Acando AB
..and to assign the line managers as the process owners..
16
© Acando AB
..using a too rudimentary approach to process design
17
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
18
© Acando AB
Much of the resistance to process management can be found
in how it triggers our reptilian brain
19 Source: The results from academic research on psychology and change management
© Acando AB
To resolve the conflict, we need to define how process roles
and line organization roles shall work in symbiosis
20
© Acando AB
The model sets the pendulum into the optimal position for the
balanced organization that maximizes performance
21
© Acando AB
In addition to designing and implementing the governance models, the
proper dynamic leadership and corporate culture needs to be nurtured
22 Source: The results from academic research on psychology and change management
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
23
© Acando AB
Some of the key messages from this session
24
top related