1. 22nd 24th November 2012, JaipurSeamless Process & Business Process ManagementSrikrishnan SundararajanLab Services Leader, Business Agility and Mobility, IBM India Software Labhttp://bit.ly/Imperatives

2. More than 70% of CEOs are seeking a better understanding of individual customer needs and improved responsiveness2012 CEO C-suite StudyThis is now a continuous feedback kind of world, and we need theorganizational nimbleness to respond.~ CEO, Financial Markets http://bit.ly/Imperatives 22nd 24th November 2012, Jaipur 3. Business Process Effectiveness is the Top Priority for ExecutivesMcKinseys Global TechnologySurvey found thatImproving business processeffectiveness ranked as the#1 priority for executives McKinsey Global Technology Survey, December 2011 , How IT is Managing New Demandshttps://www.mckinseyquarterly.com/High_Tech/Strategy_Analysis/A_rising_role_for_IT_McKinsey_Global_Survey_results_29003 4. Effective and Efficient Processes Deliver Significant ResultsHorizon Healthcare speeds up payments tomembers and providers while achieving over300% return on investmentCity of Madrid reduces emergency response timeby 25% through end-to-end co-ordination ofemergency and municipal servicesGlobe Telecom increases promotion related salesby 112% through an improved customer experienceand more effective campaigns4 5. but Process Defects can Topple Major Global CompaniesBetween now andyear-end 2014,overlooked but easilydetectable businessprocess defects willtopple10 Global2000 companies~ Gartner http://www.gartner.com/it/page.jsp?id=15301145 6. Emerging Roles Personify the Need to Achieve Process InnovationCustomer Centricity:Risk Management:Chief Customer OfficerChief Risk OfficerEnsure customers interaction Manage operational, financial,with the business is seamless strategic, compliance andand maximize customer profitability reputational risk Healthcare Delivery: End-to-end Product Delivery: Chief Medical Information OfficerChief Commercial Officer Increase physician productivity andCollectively manage product hospital utilization by streamlining development, marketing and patient flow sales to bring an idea to market Business processes must be interconnected to serve the6 shared interests of the organization 7. Cross-Functional Outcomes Require Cross-Functional ProcessesInterconnect and synchronize departments withenterprise-wide visibilityManage for cross-functional outcomes enabledby collaborationPrevent sub-optimized islands of excellence withsimple, easy to use governanceCapabilities must be simple, yet powerful to bridge across silos in a continually changing environment7 8. Building Blocks to Achieve Process InnovationEmpowering business and IT users to easily manage change Business rules and analytics provide flexibility for repeatable decisions that change frequentlyProcesses can mix structuredand unstructured activities,according to business needs Flexible integration interconnects applications and services across the organization8 9. 9 10. A Focus on Business Operations Connects the C-Suite to ExecutionChief Customer OfficerChief Risk OfficerChief Commercial OfficerChief Medical Information OfficerChief Clinical Innovation OfficerProcesses unify the organizationaround a common set of shared interests10 11. Each Business Operation Should be Iteratively Improved Achieve clearer line-of-sightto business operations Align business operations withFoster cross-functional and strategic intent in the face of changecross-divisional outcomes11 12. Start at the Point of Greatest Need Typical entry points to achieve process innovationProduct Development Go-to-Market Order to Cash Reduce time to market of Dynamic pricing to respond Account opening processnew products & services to market conditions automation Streamline production Leverage customer insights Automated orderprocurement sourcingfor target marketing processing & fulfillmentInsuranceBanking Automated claims processing Reduced loan processing times Improved fraud detection Financial risk & regulatory complianceHealthcare Government Improved patient care Customs & border control Personalized fitness & nutrition Improved public safetyEnergy & Utilities Travel & Transportation Power grid management Online ticketing & reservations Energy consumption Travel & hotel pricing managementmanagementRetail Manufacturing Retail distribution supply chain Manufacturing production quality & controlautomation Reduced manufacturing production time Customer loyalty programs12 13. But Begin with the End in MindOrder to CashShareholderGo to MarketManagementProductDevelopment HumanCapital CoreSecondaryManagementProcessesProcesses Run the businessThe long tailA single platform provides the right rigor for all13 operational processes and decisions 14. Process Innovation in Action Interconnecting the design and execution of business operationsGo to Market Dynamic pricing to respond to Product Developmentmarket conditions Reduce time to market Leverage customer insights forof new products &target marketingservicesBusiness Managed Streamline production Services procurement sourcing Go to Market PartnersCustomers Order to CashProductDevelopment Order to Cash Account opening process automation Automated order14 processing & fulfillment 15. An Enterprise View of Synchronized Business OperationsGo to Market Dynamic pricing to respond to Product Developmentmarket conditions Reduce time to market Leverage customer insights forof new products &target marketingservicesBusiness Managed Streamline production Services procurement sourcing Go to Market Partners Go to MarketCustomers Order to CashProduct Order to CashProductDevelopmentDevelopmentOrder to Cash Account opening processautomation Automated order15processing & fulfillment 16. The Ottawa Hospital Realizes Process Innovation CEO MandateBecome a top 10% performer in Quality ofCare and Patient Safety in North AmericaNew Role: Chief Medical Information Officer BeforeAfter Improvements in patient flow Needed patient focused through electronic closed-loop processes to improve quality consults and easy access to of care with better visibility patient information Circle of Care visual interface Lack of timely information to improves communication and staff at the point of care & collaboration within the care across operational areas team Benchmarking process Need to improve key metrics: execution to use historic and Patient wait times, Discharge real-time data to make better rates, Instances of relapse patient care decisions What we are doing is putting process orchestration and process models in place, so that you can literally see the characteristics of the hospital system and you can then influence that. ~ Dale Potter, Senior VP and CIO, The Ottawa Hospital16 17. Key Capabilities Help Clients Achieve Process Innovation IBM Software CapabilitiesIndustry Expertise and SolutionsProcess Discovery & Design Business Operational Advanced Process Decision CaseManagementManagement Management Business MonitoringMaster DataIntegrationAnalyticsEnterprise ContentManagementManagement17 18. 18 19. in Action19 20. Visibility Achieve clearer line-of-sight to business operations Process Center providesWhats New quickly enterprise view of processes displays deployed assets IBM ODMIBM BPMIBM ODMDecision CenterProcess CenterIBM BPM Process Center IBM BPMScorecardScorecard Real-time scorecards BPM for Mobile show work-in-progressFrom anywhere20 21. Visibility Achieve clearer line-of-sight to business operations IBM BPM Process Portal notifies business users of actionsProcess Portal requiredFull Google-type searchfinds what you needquickly21 22. Visibility Achieve clearer line-of-sight to business operations IBM ODMDecision CenterFull text search acrossall decision assets22 23. Collaboration Foster cross-functional and cross-divisional outcomesIBM Blueworks Live Comment Stream allows participants to collaborate Blueworks Live and Process Center allow joint participation in process design IBM ODM Decision Center IBM BPMIBM BPM Process CenterIBM BPMProcess CenterComment Stream23 24. Collaboration Foster cross-functional and cross-divisional outcomes Decision Center enables IBM ODM collaboration on assets of interest and change Decision Center notifications24 25. Collaboration Foster cross-functional and cross-divisional outcomes Connect with experts directly within processIBM BPM coachesProcess Portal IBM BPM Process Portal See expert edits directly in coaches, even across multiple languages25 26. Governance Align business operations with strategic intent in the face of change IBM BPM Process CenterSnapshots provide reliable version management IBM BPM IBM ODMDecision CenterProcess Center Process CenterChange Logs ensure appropriate Decision Center shared enables centralized approvals have been metlibrary of assets maintain control of processes synchronization26 27. Governance Align business operations with strategic intent in the face of changeMultiple ProcessCentersEstablish a Virtual CoE Download IBM solution repository for exemplary content Multiple federatedcontentProcess Centersenable sharedinterest across theenterprise Facilitate reuse IBM acrossDownload processdepartmentstemplates for IBM productsDepartment 1Reference Assets in other enterpriseMy Department repositoriesSimplify reuse by integrating directly into LOB tools. Department 2 Other Repositories27 28. Governance Align business operations with strategic intent in the face of changeTimeline enables a quick viewIBM ODM of version historyDecision CenterDepartment 128 29. Odyssey Logistics Provides End-to-End Transportation Solutions Connecting individual transportation providers into a complete delivery network Challenges Choose the best transportation options given each customers unique needs across the globe Implement customized logistics processes toSolution for Process Innovation provide full service to customers expanding globally Pre-constructed processes based on sets of common activities that can be quickly customized for local needs Benefits 300% increase in productivity for certain logistics Business rules reduce complexity by managing rate operations structures, routing guides and Reduction of errors by more than 10%carrier informationSoftware Offerings: Meet or exceed customer KPIs in areas of on- time deliveries, invoice turnaround and error-freeIBM Operational Decision Management shippingIBM Business Process ManagerProcess innovation allows an organization like OL&T to go in to a customer and figure out how towork with them versus trying to overlay a very specific rigid model on our customers29~ Russell Marky, Senior Vice President, Global Business Technology, OL&T 30. UK Border Agency Detects Threats Earlier Advanced passenger processing enhance security and improve responsiveness Challenges Threats to border security are growing whilepassenger traffic increases, driving need for earlydetection of risks Solution for Process Innovation Passenger risk assessment involves data andprocesses across Carriers, Port Authorities, IBM Global Business ServicesImmigration, Police, Customs designed and deployed solution that enables data sharing and process automation between various agencies Benefits System handles over 120 Enables the agency to identify threats sooner somillion passenger cross-border they can focus attention on high-risk situationsmovements per annum. A near-real-time risk assessment provides enhanced security and speeds up processingSoftware Offerings:IBM Operational Decision ManagementIBM Business Process ManagerIBM has enabled us to identify threats earlier so that we can more effectively deploy resourcesat the border, and in some cases prevent travel altogether.30 ~ Ian Neill, Deputy Director, eBorders 31. Mobile and Cloud Accelerate Process Innovation BPM for Mobile Mobile: Deliver process Cloud: Decrease your innovation to where yourtime to achieve process users are innovationNew Mobile and Cloud features toachieve process innovation31 32. Why IBM for Process Innovation? Unparalleled Expertise and Investment Expert consulting and implementation services for fast realization of business value Industry expertise to customize solutions for your specific industry Largest Customer Base #1 in Business Process Management (BPM) market shareaccording to all leading analysts #1 in Business Rule Management Systems (BRMS) marketshare according to all leading analysts Strongest Ecosystem and Partner Network 800+ Business Partners authorized and certified to support customers Strongest global ecosystem including major global and regional system integrators skilled to provide comprehensive solutions32 33. Build Your Roadmap to Achieve Process Innovation3Business OutcomesEstablish a Program Succeed2with an InitialProject 1 Identify BusinessChallenge and Value Extend real-time operational decision making capabilities Match customers with Enable rapid businessproducts in real-timeled process changes Quickly change andintegrate business Link customers and Streamlineprocesses partners into processesmultiplatform development, Improve speed of Deliver new customer deployment, andoperational decisions self-service features to information delivery forbeat competition mobile, web, and cloud Deliver new servicesfasterProject Scope33 34. The BPM Adoption Journey Accelerate ROI with expert services Journey Identify BusinessSucceed with anEstablish aAdopt withinStage Challenge & Value Initial ProjectProgramLOB/Enterprise Define the AccelerateScale DeliveryScale Business Customers Goals &Opportunity Business ValueCapabilityImpactContext Established business Deliver your first Increase scope & impact Line-of-business /priorities & objectives. solution successfully.of mission. Enterprise focus. Build a plan for your Build foundational Establish critical mass of Align strategy andBPM/BRM skills & platform skills.platform skills.execution goals.potential. Use early win to foster Establish governance & Mature platform skills & new adoption. delivery consistency. solution discipline.Charter BPM CoE Establish BPMProgram MultipleconcurrentMaturityProduction Projects launch for 1stproject Start 2ndWork With IBMStart 1stprojectand Partners projectOperational BPM CoEReadinessOn-Demand WorkshopSolution ProcessSubscription Mentoring Inventory Time34 35. IBM Delivery Approach Collaborative, Iterative and Continuous Solution Delivery Cycle Solution Release Key Best Practices Develop the solution with the Business, not for the business Agile development and deployment cycles User stories to capture business needs Time-boxing, 2-4 week iterations Prioritize iterations based on business value and risk mitigation Frequent Playbacks to capture feedback of the sponsors and validate iteration content Deploy business value early and often Monitor execution and incorporate changes quickly35 36. Three Classes of Servicesfor Targeted Outcomes Workshops &Solution DeliveryEnablement Assessments Services Leads to a client Produce tangible Build core decision resultscompetencies Short, targeted Project-based Solution support engagementsengagements Platform support Consensus building Initial projects (QWP) Continued education Business alignment Extended project-to- & mentoring Evaluate alternative program support trajectories36 37. Your BPM Roadmap Quick Wins with Enablement JourneyIdentify BusinessSucceed with an Establish a Adopt withinStageChallenge & Value Initial Project Program LOB/EnterpriseStart Adopt Expand Workshops & Assessments Workshops & Assessments Workshops & Assessments Discovery Workshop Process Inventory BPM CoE Workshop Playback Zero Operational Readiness Operational Readiness Solution Delivery Solution Delivery Solution Delivery Quick Win Pilot Playback One Prescriptive Projects Prescriptive Projects Partner Led Projects Enablement Services Enablement Services Enablement Services Playback Enablement Quick Win Enablement Solution Mentoring Solution Mentoring On-Demand Consulting On-Demand Consulting37 38. Next StepsSee Process Ask your sales representative to see the solutionInnovation in ActionliveOn-site workshop with business and ITLearn whatsstakeholders to evaluate the applicability of BPMpossible with a and Business Rules for your projectDiscovery WorkshopGet started with a Demonstrate immediate value to yourQuick Win Pilot or LOB end-users with your first Quick WinPlayback Enablement in 10 weeks38 39. GrazieItalian Traditional Chinese Thai Gracias Spanish Merci FrenchRussianArabicObrigadoBrazilian PortugueseDanke German Simplified Chinese Japanese Korean39