Key Business Process Alignment / Reengineering:  the process of aligning key work process(es) to the organization's strategy by eliminating waste in the process and optimizing process performance & outcomes

Symptoms

• In markets where we once led, our competitors are suddenly able to deliver better value to our customers (or are about to pass us)
  
• New, disruptive technologies (cheaper, faster, better quality, etc.) are available... we just don't use them
  
• Expectations of service or value in our markets have shifted, but we still deliver in the same way
  
• Opportunities exist for us to be the disruptive force
  
• Waste exists in our end-to-end value chain, as well as our support processes.

How we help

• We facilitate the reengineering process and co-lead the effort with the executive sponsor.
  
• We start with assessing the overall organization... it's strategy, goals, customers, key processes and structure, and identify which processes offer the most potential for improving on the organization's performance (or are impeding improvement the most)
  
• In general, we then partner with leaders from these key processes, and proceed as follows:
  • Startup:  Team formation and onboarding; Must include IT systems expertise;  define process vision; project design
    
  • Discovery:  In depth "As-Is" process analysis;  "Could-Be" visioning (may include benchmarking);  Input/output alignment with other key processes
  • Gap Analysis:  Comparison of "As-Is", "Could-Be" and I/O analyses
  • Design / Alignment:  Development of the reality-constrained "To-Be" process, including impact on job, skills & structure, implementation/process performance measures, and rewards alignment
    • Often done in conjunction with an Organizational Design and/or People Capability effort
      
  • Process piloting:  Controlled testing and refining of the "To-Be" process, roles, skills, structure and measures
    
  • Implementation planning:  Includes rollout / "Go Live" planning, training, and implementation team onboarding
    
  • Implementation:  Large-scale rollout of the new process;  sometimes done in waves through different parts of the organization;  Where needed, accompanied by rollout of new skills, roles and/or org structure
    
  • Continuous Improvement:  Often ignored after "victory is declared", but perhaps the most critical phase of process reengineering... processes which are continuously managed and improved typically do not need radical reengineering in the future (unless a truly disruptive technology is launched);  Often process networks are created as lateral org structures to drive CI.
    

Typical outcomes

• Shorter process cycle times
• Waste of all types within the process minimized (on an ongoing basis)
• Better process control
• Facilitates decision-making at the process level, where the work is done
• Empowered, involved workforce
• Smoother work flow / TAKT within the process and across aligned processes