Thierry Tastet - Joined-up Thinking For A Connected World

Joined Up Thinking for a Connected World

Thierry TastetSenior Solutions Consultant OpenText

May 16th 2012

Breaking Down Functional Silos to Achieve Integrated Process ImprovementJoined Up Thinking for a Connected World

Mark McGregorAuthor & Performance Coach

Email: [email protected]: markmcgregorWeb: www.markmcgregor.com

Copyright 2012© All rights reserved. Mark McGregor.3

Smiths Trading Inc.

Defense Bikes Insurance

Smiths

»Founded in 1656, in England

»Started in small Blacksmiths shop

»Late 1700’s started making guns

»1925 developed an early Bicycle

»1990 diversified into Insurance

»2010 acquired additional Insurance companies

»2011 First non-family CEO appointed

Key Milestones

“Putting People First, SuccessThrough Work and Friendship”


Meet Joe

»Has just been appointed “Head of Process Excellence: (HOPE) for Smiths Insurance

»Transferred from Bike Company, where he was Operational Excellence Manager

»Has been with the company for 15 years

»He is a certified Six Sigma Master Black Belt, and Kaizen Master

»He was responsible for the Bike Company winning an EFQM Award (European Framework for Quality Management) in 2010

»Is charged with dealing with acquisition challenges


Types of Silo Thinking – Departmental / Functional

»Each function working to own objectives.

»Culture of “Not my problem”.

»Poor customer service.

»Disjointed systems.

»No visibility across functions.

»Hard to manage change.

»Appraisal and reward systems reinforce unwanted behavior.

»No clear agreement on process.

»Or the value of process.

Joe started by interviewing allthe functional heads to better understand theirperspectives and found...


Types of Silo Thinking – Organizational / Hierarchical

Research Marketing Sales Accounts

»Disconnected objectives and poor communication.

»Lack of visibility into work and information not appropriate to needs.

»Staff had no idea how what they did connected with company goals.

»Management lacked understanding of how staff got work done.

»No connection between systems for doing work with reporting work.

He then met with a number ofstaff at various levels in theorganization to understand whatchallenges they perceived…


Types of Silo Thinking – Product / Process

»Process owners did not have authority or resource.

»There was still replication of tasks and activities.

»Customer service was better, but not great.

»A lack of sharing across value streams or product lines.

»Competition between lines for resource.

»Issues with employees serving two bosses, process and functional managers.

Joe then visited with someother firms who were consideredmore process-centric. Here hefound…


Types of Silo Thinking – Inside-Out / Outside-In


»Outside-In Provided

‣Best customer service

‣Lowest processing costs

‣Increased revenues

‣Greater agility

»Inside-Out Provided

‣Easier understanding for stakeholders

‣Easier management structure

‣Less reasons to change

‣Greater stability

Researching the idea of outside-in thinking, Joe found that whilethere were benefits, there wererisks that these would be silos too


Oh to be the CEO

Friction

Anger

Frustration

Disappointment


Challenges & Risks – Schools of Process Excellence !


»Were a key source of waste and duplication.

»Did not communicate or share information well.

»Were the cause of mistrust in the business units.

»Did many of the same things, but with different names.

»All had different reporting lines.

»All had different objectives.

Finally Joe held a town hallmeeting with all the processgroups in the company. Toexplain that they were part of the problem and had to change first, in order to build credibility with the business

11 Copyright 2012© All rights reserved. Mark McGregor.11

Breaking Down the Barriers

A holistic perspective for achieving sustainable change


A Unified Process Excellence Center


»All groups were to contribute to a common toolbox of techniques.

»A small core group would be formed.

»Staff would be rotated into the group from the business with a maximum 18 month stay.

»Training would focus more on coaching and communication.

»A single technology platform would be used for the groups work.

Joe disbanded all the individualprocess groups and created asingle center for excellence. The message being there is only one “process”


Empowering the workforce

»The creation and use of a single source of truth.

»Goals and objectives, unified, visible and shared.

»Flexibility for each group to access accurate information in appropriate ways.

»Easier sharing of best practice.

»Reduced costs for continuous improvement, risk and quality.

»Faster integration of acquisitions (people, process and systems).

Joe then pushed for executivesupport to move to a system that enabled everyone in the organization to use a common process platform.

Breaking Down Functional Silos to Achieve Integrated Process ImprovementJoined Up Thinking for a Connected World

Mark McGregorAuthor & Performance Coach

Email: [email protected]: markmcgregorWeb: www.markmcgregor.com

OpenText ProVisionMerger & Acquisition Planning & Deployment Scenario

Role of ProVision Business Architecture in Insurance Merger and Acquisition Planning

Insurance Merger and Acquisition Scenario

POST ROOM

CLAIMS SYSTEM

STORE IN FILING CABINETS

CLAIMS HANDLING

POST ROOM

CLAIMS SYSTEM

CLAIMS HANDLING

SCAN AND INDEX

DOCUMENT ARCHIVE

Smiths Insurance

Small Insurance Company

BEFORE ACQUISITION

POST ROOM

CLAIMS SYSTEMCLAIMS HANDLING

SCAN AND INDEX

DOCUMENT ARCHIVE

CLAIMS HANDLING

CLAIMS SYSTEM

Smiths Insurance

INTERIM SOLUTION

Merged Document Imaging and Archive

POST ROOM

CLAIMS SYSTEM

CLAIMS HANDLING

SCAN AND INDEX

CASE ARCHIVE

BPM CASE MANAGEMENT

Smiths Insurance

FINAL SOLUTION

Incorporate BPM Case Management

Collaboration to Achieve Business Goals

19

OpenText ProVision Business ArchitectureMerger & Acquisition Planning & Deployment

Live Demonstration

Breaking Down Functional Silos to Achieve Integrated Process Improvement

Joined Up Thinking for a Connected World

Next session in this room will beManaging Financial Client

On-boarding with BPMJeff Pascoe

Pre-sales Manager