Business Process Management and the Balanced Scorecard
How To Deploy Processes and Innovation as Strategic Weapons
A Two-Day Seminar
- Evaluate process performance relative to current strategic goals
- Use process analysis techniques to discover new strategic opportunities
- Leverage processes and/or information technology to create differentiation
- Use the Balanced Scorecard to ensure the success of process-driven strategies
"The link between process and strategy is critical in today's business world."
--J. Walker Rainey, Managing Director, Max Europe Holdings
How to deploy processes and innovation as strategic weapons
Billions of dollars have been invested in process improvement and information technology by corporate America and the government over the last 15 years. The payback has not met expectations.
The key to solving this "Process Paradox" or "Productivity Paradox" is to link and align business process management with strategic planning so that improvements truly impact the long-term health of an organization. Think about the companies that leveraged process or technology innovation to achieve business growth (e.g. Wal-Mart, Enterprise Rent-A-Car, United Parcel Service). Why did their changes have dramatic impact? Why haven't their competitors been able to copy their success?
These companies (and other organizations in both the public and private sectors) have discovered the processes that are most critical to fulfilling their strategic objectives and leveraged process and/or technology innovations to make these processes true strategic differentiators.
Business Process Management and the Balanced Scorecard will show you:
- Why business processes are more important in today's business environment
- How successful companies have faltered by treating strategic management and process management as separate activities
- How to use process improvement techniques to reveal the strategic potential of business processes
- Four techniques for leveraging process excellence to expand market share, strengthen customer relationships, enter new market segments and create new revenue streams
- How to use Strategy Maps and the Balanced Scorecard to deploy and manage process-oriented strategies.
- Why technology and process investments must be tied closely to corporate strategy for these efforts to create meaningful, long-term return on investment.
This practical, two-day seminar will help you weave together the strategy, technology, and process initiatives you're pursuing and finally achieve the full, long-term potential of these investments. Act now! Enroll yourself and a team of key leaders today!
You'll Benefit Most From This Seminar If You Are A...
- Manager or executive responsible for making strategic decisions
- Executive, manager or director who needs to leverage innovation to meet organizational objectives
- Executive, manager or director who wants to improve strategic focus in an operational area
- Chief Financial Officer or Chief Information Officer
- Member of a strategic planning team
- Leader of a BPM, process improvement or innovation team
- Process owner or manager
SEMINAR OUTLINE
Introduction
- The traditional approach to strategy and process
- Why processes are important to strategy
- Strategy & Process: A two-way relationship
Strategic Assessment
- Understanding the business environment and the role of process
- Identifying core processes and strategic capabilities
- Using process analysis tools to identify strengths, weaknesses, opportunities and threats
Building a Process-Driven Strategy
- Process leveraging techniques
- Process extension
- Market extension
- Enterprise creation
- Selecting a strategy that best capitalizes on your distinctive process capabilities
Using the Strategy Map and the BSC as a Management System
- Linking and aligning strategic objectives
- Managing strategy: Four perspectives
- Impact of BSC on operational decisions
- Communication of progress
All participants will receive a copy of the recently published text Business Process Management and the Balanced Scorecard. This book uses a "how to" approach to help readers identify and target the fundamental processes that drive and detract from the strategic performance of their organizations.
© Copyright 2011, Orion Development Group