©2014  FCB  Partners.  All  rights  reserved.  

Brad  Power  and  Steve  Stanton  

Webinar  Roundtable  Discussion:    April  30,  2014  

Process Innovation Capabilities

What Are Today’s Critical Success Factors and Best Practices? Do We Need a New Diagnostic?  

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Discussion  Ques+ons  

1.  What  has  changed  (and  what  has  remained  the  same)  in  the  last  decade  in  process  innovaIon?  

2.  What  are  today’s  ‘world-­‐class  pracIces’  for  process  innovaIon,  and  who  is  demonstraIng  them?  

3.  What  are  the  biggest  and  most  painful  issues  and  challenges  you  are  facing  in  process  innovaIon?  

4.  Would  you  find  an  updated  process  innovaIon  diagnosIc  tool  valuable?  

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1.    What’s  Different  Now?  

•  Technology  

•  Demographics  

•  The  rise  of  knowledge  workers  

•  Even  more  criIcality  of  performance,  speed  

•  Years  of  experience  with  ‘process’,  both  good  and  bad  

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2.    What  Are  ‘World-­‐Class  Prac+ces’  for  Process  Innova+on?  

•  Lean:    Toyota,  Danaher,  ThedaCare,  Virginia  Mason  

•  Lean  Startup:    GE  Fastworks  

•  ConInuous  InnovaIon:    Google,  Amazon,  3M  

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3.    What  Are  Your  Process  Innova+on  Issues?  

•  What  keeps  you  up  at  night?  

•  If  you  were  gone  for  6  months  (on  a  tropical  island  with  no  cell  service),  what  would  you  ask  about  your  processes  upon  your    return?  

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4.    Would  an  Updated  Process  Innova+on  Diagnos+c  Be  Useful?  •  What’s  been  your  experience  with  process  maturity  models?  -­‐    posiIve  -­‐    less  posiIve  

•  Are  today’s  best  pracIces  captured  in  the  maturity  model?  

•  Are  your  burning  issues  addressed  in  the  maturity  model?  

•  How  might  a  process  diagnosIc  provide  value  to  you  and  your  organizaIon?  

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Why  a  Process  Diagnos+c?  •  Pain  Points  

-­‐    “we  inflict  our  problems  onto  our  customers”  -­‐    “my  boss  doesn’t  get  it”  -­‐    “our  metrics  don’t  add  up”  -­‐    “we  have  hundreds  of  standards”  -­‐    “our  data  is  fragmented  as  our  verIcal  silos”  -­‐    “our  improvement  project  is  seen  as  just  another  IT  effort”  

•  Deeper  Issues  -­‐    fragmentaIon  in  many  direcIons  -­‐    complexity,  novelty,  and  pace  -­‐    industrial-­‐era  operaIng  models  -­‐    we  oden  don’t  really  know  the  key  drivers  of  process  performance  -­‐    redesign  must  be  holisIc  and  integrated  around  all  elements  of  the                                                operaIng  model  

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The  FCB  Opera+ng  Model  

Purpose

Performance  

Plaform  

People  

Process  

Power  

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Example:    Process  -­‐  Purpose  

•  Clarity  of  Process  Vision  and  Strategy  -­‐    who’s  the  process  customer(s)?  -­‐    what  do  they  need  from  this  process?  -­‐    level  of  ambiIon  for  this  process?  

•  Metric  Architecture  -­‐    lagging  and  leading  indicators  -­‐    line-­‐of-­‐sight  to  customers  -­‐    scorecard