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There’s a lot of talk about business transformation, But transforming what Is the question

There’s a lot of talk about business transformation, But transforming what Is the question. The Future of Competitive Advantage Has Already Arrived It’s just not evenly distributed, And it even has a Table of Contents. Introducing.

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There’s a lot of talk about business transformation, But transforming what Is the question

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  1. There’s a lot of talkabout business transformation, But transforming what Is the question

  2. The Future of Competitive Advantage Has Already ArrivedIt’s just not evenly distributed, And it even has a Table of Contents

  3. Introducing

  4. 1. A MODERN BUSINESS IMPERATIVE  WINNING VIA THE FRONT OFFICE  THE MODERN FRONT OFFICE ANALOGY NEW BUSINESS ARCHITECTURE A GLIMPSE INTO HOW TO GET IT DONE THE FRONT AND MIDDLE OFFICE OPPORTUNITY MOMENTS OF TRUTH – A NEW PARADIGM TAKING A PEEK AT DISRUPTIVE CAPABILITIES CAN YOU TEACH AN OLD DOG NEW TRICKS?    Bring Your Best WHO’S GOT GAME?

  5. Figure 1: Amazon Growth Projections

  6. 2. THE MODERN ENVIRONMENT  THE MODERN CONSUMER – B2C    King Customer is Now a Dictator    Customers are Demanding Total Solutions    Customer Interaction at the “Zero Moment of Truth” THE MODERN CUSTOMER – B2B DISRUPTIVE CAPABILITIES – NOT FOR THE FAINT OF HEART    Cloud-Based Services    Mobile/Smart Devices    Big Data/Analytics    Social Platforms    Other Technology-Based Accelerants ENVIRONMENTAL FORCES    Mass Production is Giving Way to Mass Customization PORTERS FORCES RE-EXAMINED SO, WHAT DOES IT ALL MEAN? 

  7. 3. INADEQUACY OF TRADITIONAL APPROACHES TO BUSINESS MODEL INNOVATION  THREE-LETTER WORDS ARE NOW FOUR-LETTER WORDS FRONT AND MIDDLE OFFICE TRANSFORMATION METHODS – THE INADEQUACY OF TRADITIONAL APPROACHES TO OPTIMIZING BUSINESS PERFORMANCE    Blunt Force Cost Reduction Due to an Emphasis on Efficiency    Classic Process Reengineering    Internal Organization Restructuring    Strategic Realignment THE TRADITIONAL COO    Cost Management    Efficiency    Operating Structure    Strategic Mix    Profit Performance    Back Office Production    Policy Management, Compliance and Corporate Governance    Business Infrastructure    Cross-Enterprise Resource Leveraging    P&L Clarity and Accountability    Traditional COO Responsibilities in Aggregate

  8. Figure 2 and 3: Front, Middle and Back Office Functions

  9. 4. THE REAL-TIME ENTERPRISE  WHAT IS DRIVING THE REAL-TIME ENTERPRISE?  KEY ELEMENTS OF THE REAL-TIME BUSINESS    Automate the Primary Activities of the Organization    Radically Reduce the Cost of Business Interactions    Provide Self-Service That Delights, While Cutting Costs    Radically Reduce the Cost of Software While Speeding Up Development Time    Execute on Innovation with Great Speed and Agility    Sense and Respond to Demand    Make Deep Structural Adjustments    Offer Product Services 

  10. 5. CUSTOMER CENTRICITY IN REAL TIME  THIS IS WHERE THE REAL FUN BEGINS    Deep Customer and Competitor Awareness    Granular Segment Clarity    Codification of Business Practices and Value Propositions   Distribution of Authority to the Point of Customer Interaction    Aggressive Commitment to Iterative Learning    Transparency and Fact-Based Analysis and Response    Technology Architecture & Platforms Enabling Granular, Real-Time Interactions    Non-Hierarchical Culture    A Willingness to Test – and Fail – Without Retribution    Self-Contained Teams CUSTOMER CENTRICITY – IN SUMMARY

  11. 6. THE MODERN FRONT OFFICE  THE MODERN FRONT OFFICE – WHAT DOES IT LOOK LIKE? SEEING THE FRONT OFFICE THROUGH THE CUSTOMERS’ EYES    Customer Centricity Emphasis    Real-Time Emphasis    Value Chain Emphasis    Value Proposition Emphasis    Resource Alignment Emphasis    Transformation and Agility Emphasis SO WHAT? NEEDS FOR MODERN BUSINESS PROCESS MANAGEMENT 

  12. 7. SMARTER PROCESSES  WHY IS THIS IMPORTANT BUSINESS OPERATIONS IN THE AGE OF THE CUSTOMER    Customer-centric business operations    Mobile, Social, Cloud and Big Data Disruption    Are You Easy to do Business With?    Instant, Seamless and Insightful Customer Service    A Framework for Leveraging Smarter Processes 

  13. 8. WHAT THE EXPERTS ARE SAYING  SMARTER SOLUTIONS FOR MODERN CHALLENGES  GARTNER   2012: The Year of Intelligent Business Operations    Big Data Impacts on Process    Technology for Intelligent and Innovative Processes (iBPMS)  FORRESTER RESEARCH    Embrace Big Process Thinking ADDITIONAL PIECES GET ADDED TO THE MOSAIC 

  14. 9. THE 21ST CENTURY COO  CHAMPION OF THE MODERN BUSINESS MODEL EFFICIENCY AS AN OUTCOME, NOT AN OBJECTIVE LONGITUDES AND (L)ATTITUDES IT IS ABOUT THE INFORMATION NOT THE TECHNOLOGY THE OPPORTUNITY – CARPE DIEM 

  15. 10. NEW COMPETITIVE DIMENSIONS  COMPETITIVE ADVANTAGE IN A NEW LIGHT    Competing on Engagement, Experience, and Interaction    Competing on Custom Processes for Competitive Advantage    Competing on Speed    Competing on Alignment of Resources & Capabilities To The Value Proposition 

  16. 11. CASE STUDIES  REAL TIME IN REAL TIME  LARGE U.S. BANK REVOLUTIONIZES CUSTOMER ONBOARDING  THE OTTAWA HOSPITAL PATIENT-CENTRIC CARE  SMARTER SOLUTIONS FROM A LEADING HEALTHCARE PROVIDER  ODYSSEY LOGISTICS & TECHNOLOGY DELIVERS END-TO-END  CLAIMS PROCESSING SERVICES BREAKTHROUGH 

  17. 12. MAKING IT HAPPEN: THE BUSINESS MODEL  TRANSFORMATION – THE ART AND SCIENCE WHERE TO START FRONT OFFICE EMBODIMENT OF THE VALUE PROPOSITION    Create a Vision    Establish a Roadmap    Start Small, BUT    Clarify Customer Value Drivers    Select Target Customers    Select Differentiation Strategy CONSTRUCTION OF THE EXECUTION FRAMEWORK    Walk the Customer Experience    Customer Value Drivers Define Prioritization    Codification of the Value Chain and Interaction Model    Codification Using Business Rules    Rules + Process Management    (Rules + Process Management) x Front Office = Value    Value Proposition Embodiment MAKING IT HAPPEN AT MOMENTS OF TRUTH

  18. 13. MAKING IT HAPPEN: PROCESS MANAGEMENT  NOT JUST SMARTER – BETTER TWO OUT OF THREE AIN’T BAD BASIC FORMS OF PROCESS MANAGEMENT SYSTEMS THINKING: THE “CORE” CORE COMPETENCY LEARNING TO BECOME A PROCESS-MANAGED ENTERPRISE MASTERING BUSINESS PROCESS MANAGEMENT GETTING STARTED WITH BUSINESS PROCESS MANAGEMENT HIGHER ORDER PROCESS MANAGEMENT THE PROCESS PORTFOLIO CRITICAL SUCCESS FACTORS

  19. 14. WHAT’S NEXT?  EXTRAPOLATION OF EMERGING CAPABILITIES    Expanding the Envelope of Manageability    BPO – A Whole New Ballgame    Test and Learn    Mobile Everything IMPLICATIONS FOR LEADERSHIP

  20. Learn more at www.mkpress.com/COO

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