August 2012 Round Table Discussion Topics: Regarding the “Language” topic: are there any specific or practical tips

you have for selecting the right language?

How do you get average employees on board for process transformation? i.e., clerks or other process performers who may not know process improvement or have time for it?

How do you hold senior leadership accountable? What do you want them to do / act differently after having training / heard the message?

How do you identify initial projects to drive BPM further?

August 2012 Round Table Discussion Topics: Regarding the “Language” topic: are there any specific or

practical tips you have for selecting the right language?

Simplistic is the goal: Use the “man on the street” test:Ask administrative assistants from different departments (they are familiar with messaging on behalf of executives) and/or people in hallway whom you don’t know to read your message for the masses and confirm they understand it.

No acronyms! Always spell out terms Don’t use terms already used [incorrectly] or in different context in your

companyEx: departments think they are using KPI today, but they are performance measures. Instead of using KPI, use the term “Operational measures” or “value chain measures”

Don’t talk to yourself: don’t use terms only found in process or business architecture readings!

August 2012 Round Table Discussion Topics: How do you get average employees on board for process

transformation? i.e., clerks or other process performers who may not know process improvement or have time for it?

Offer internal training: need to have internal trainer: Make training “free” aside from time commitment Trainer can customize to culture / terminology. Don’t copy and paste. Training content needs to evolve over time with maturity Provide insight as to “why” and how well concepts are being embraced throughout

the org. Make training a part of career development:

Add training to HR records / transcripts. Have HR start to add training as a desired skill (eventually required skill) to job

descriptions, so training becomes provides openings to other career paths Potentially offer financial rewards

Understand needs: develop different training for different levels. Start with middle management levels – they can take it both up and down the org

and provide insight to content needed at upper and lower levels.

August 2012 Round Table Discussion Topics: How do you hold senior leadership accountable? What do you

want them to do / act differently after having training / heard the message?

Initial goal is to get them to use process terminology: start speaking a new language, particularly around KPI

Propose the KPI for them – use industry standard metrics that are at high level processes and show how they are defined / calculated.

Focus on culture: goal is not to save XX dollars, but to establish continual improvement in all areas [forever]. Measure and monetize benefits of kaizen events – one event can end up funding BPM

group / initiative for a while. Focus on corproate values rather than hard dollars. Be careful not to spend too much time and money building business cases in hard

dollars Work with investor relations – try to mention process initiatives so investors ask

about it and hold leadership accountable Use a burning platform: need sense of urgency related to your industry.

August 2012 Round Table Discussion Topics:

How do you identify initial projects to drive BPM further?

Establish a leadership council. Leadership has to be engaged and feel on the hook to work

together Propose 5-7 core processes at highest level and suggest KPI if

they are not already defined Need to establish a business architecture ahead of time

(don’t call it that to the council unless they are process mature) Show how projects throughout the organization tie into framework

Ask to be stopped rather than for decisions to be made for you (present suggestions / path that you will take unless told otherwise)