Founder and Managing Director David Broadbent is a member of the Object Management Group (OMG) and has spoken at a number of their conferences on business process management, and the impact of culture (the forgotten variable) on the implementation of business process change management programmes.
David Created the Samakira Business Process Capability Maturity Model, which enables organisations to establish where they are on the learning curve of being able to implement changes that 'stick'.
In every organisation the ability to change is no longer a ‘nice to have’ it is now a ‘must have’. In an effort to accelerate change to achieve greater quality and efficiencies organisations are looking for assistance in bringing about change.
Gartner’s ‘Meeting the challenge 2009 CIO Agenda’ report interviewed 1,526 CIO’s who represent more than £84.5 billion in private and public sector IT spending. According to Gartner two fundamental questions face executives in 2009:
· In an uncertain economy, where should the enterprise focus its attention and resources?
· Beyond cost cutting, what are the enterprise goals in a volatile market?
Each CIO was asked to list the top five priorities with regard to; ‘Business expectations for IT focus on improving current operations and performance’. The overall top five were:
1 - Improving business processes
2 - Reducing enterprise costs
3 - Improving enterprise workforce effectiveness
4 - Attracting and retaining new customers
5 - Increasing the use of information / analytics
To bring about ‘improving business processes’ a number of fundamental questions have to be answered:
1. Can you articulate in quantitative terms, where you are trying to get to?
2. Can you also articulate in terms of processes, where you currently are?
3. Do you have an approach that will allow you to measure the gap between the two?
4. Do you have an approach that will take you from one to the other?
5. Do you have an understanding of where your organisation is on the capability maturity model for Business Process Management?
If you have answered ‘No’ to some or all of the above questions, Parity Solutions have created a number of services to review and assist in the re-engineering of an organisation’s operational processes. These processes will include:
· Person to system processes
· System to system processes
· System to person processes
· Person to person processes
These processes would be analysed in the context of an end-to-end business processes which may include a number or all of the above types of processes.
The first return on investment from the client’s perspective will be the ability to be able to say ‘Yes’ to each of the fundamental questions above. Additional returns on investment will be the ability to track the progress of efficiency gains on a process by process basis, based on the metric you are trying to improve.
Parity Solutions have developed a structured approach to assist clients through the various stages of a capability maturity model for business process re-engineering that will ensure clients have the tools and techniques required to re-engineer business processes, whether they have never embarked on a change programme before, have had limited success with attempts made, or simply want to baseline the methods they are currently using.