Global Process Innovation
Value Proposition
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Global Process Innovation will help your organization
implement sustainable Business Process Management that
delivers strategic value.
With active support from leaders, implementation will be
efficient, effective, and powerful.
© Global Process Innovation, 2014
Who is Jim Boots?
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 Principal and owner of Global Process Innovation, a BPM consulting firm based
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in Danville, California (www.globalprocessinnovation.com)
Over twenty-five years developing process management capabilities at
Chevron; primary builder of Chevron’s BPM infrastructure from 2005-2010
Principal at the Innovation Value Institute (IVI) and Lead Architect of IVI’s
BPM Critical Process
Author of BPM articles and an upcoming book
Sought-after speaker at conferences, seminars, and workshops
 E-mail address: jimboots.gpi@gmail.com
© Global Process Innovation, 2014
What is Business Process Management?
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 The B in BPM stands for Business
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Profitability
Risk management
Portfolio management
Customer satisfaction
 The P in BPM stands for Process
 The activities of the enterprise organized to produce desired outputs
 An inherently hierarchical construct – from high level “functional” activities to low level tasks
 The means by which strategy and policy are translated into action
 The M in BPM stands for Management
 A responsibility of managers
 A practice involving goal-setting, assessment, planning, monitoring, reinforcement, review,
learning and adjustment
© Global Process Innovation, 2014
Gartner Definition of Business Process Management
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"BPM is a management discipline that treats business processes as assets to be
valued, designed and exploited in their own right. It is a structured approach
employing methods, policies, metrics, management practices and software tools to
manage and continuously optimize an organization's activities and processes. It
aims to improve agility and operational performance.”
- Gartner
© Global Process Innovation, 2014
Why is BPM Important?
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BPM Improves:
 Knowledge Capture & Transfer
 Reliability & Efficiency
Profitability
 Compliance & Risk Management
 Product Quality
 Agility
Growth
 Innovation Through Collaboration
 Accountability
 Workforce Empowerment
© Global Process Innovation, 2014
Global Goodwill
Common Areas of Big Value through Better Process
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Supply Chain of any organization handling physical goods
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Frequent, high-impact processes that involve many resources
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On-boarding and off-boarding employees and contractors
Managing resolution of IT tickets
Managing employee performance evaluation and salary treatment
Procurement
High value processes
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Interface-rich environment – contracts, supply, production, logistics, forecasting, transactions
Break-through examples from Wal-Mart, Apple, Dell
Big leverage in high inventory/high capital businesses
The content, flow, and linkage between strategic planning, tactical planning, and operational planning
Portfolio management, seismic analysis (for an oil exploration company)
Equipment reliability assurance (for an equipment manufacturer)
Whatever the processes are which should exemplify your organization’s core competence
High risk and/or compliance processes
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Standard operating procedures and behavioral reinforcement in high-risk environments
Processes involving high potential liability in the event of non-compliance or major incident
Businesses with high compliance assurance costs
© Global Process Innovation, 2014
Accelerating Maturity, Increasing Value
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 It is not unusual for an organization to start its process management journey by
undertaking process documentation, process improvement, and/or process
automation projects. These efforts can yield significant tactical benefits by
improving a specific activity or set of activities in an organization.
 As the value of improving processes becomes more apparent, some
organizations develop a systematic way to address the entire set of processes so
the value from process efforts can be maximized. This is the beginning of
serious Business Process Management.
Global Process Innovation can help you progress from wherever you are on the
maturity curve.
© Global Process Innovation, 2014
Global Process Innovation:
What We Do, How We Do It, and What You Get
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What We Do
How We Do It
What You Get
BPM Implementation
Learning & Planning
Workshop
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Hold onsite session with up to 12 attendees
An interactive workshop using as a framework
the IVI BPM maturity model (see next slide)
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An understanding of BPM capability
An action plan for enabling BPM
implementation
BPM Assessment &
Implementation Plan
Development
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Engage with management sponsor
Conduct online surveys and face-to-face
interviews
Discuss alternative action plans with leaders
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A detailed assessment of current BPM
capabilities, risks, and opportunities
A one-year BPM Implementation Plan: key
decisions, communications, and actions
Hold weekly monitoring, development, and
guidance sessions until BPM capability is selfsustaining
Mostly phone & web-sharing with occasional
site visits; 1-2 days per week on average
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Assurance that implementation is optimized per
management objectives and that exceptions
are addressed promptly
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Strategic Guidance
for BPM
Implementation
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Process Architecture
Documentation
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Collaborate with selected subject matter
experts to detail organization’s processes and
their relationships
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A highly articulated process model which
improves collaboration and decision-making at
every value stream hand-off point
Process Improvement
or Automation
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An improved process, typically demonstrated
by increases in efficiency, reliability, agility,
and/or quality of output
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Collaborate with subject matter experts using
Lean Six Sigma methodology to improve a
specific, impactful process
Automate a process (if technology in place)
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Per client specifications
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Efficient and effective BPM implementation
Custom Consulting
Services
© Global Process Innovation, 2014