PowerPoint Presentation

Theres a lot of talkabout business transformation,But transforming whatIs the question

1The Future of Competitive Advantage Has Already Arrived

Its just not evenly distributed,And it even has a Table of Contents2

Introducing31. A MODERN BUSINESS IMPERATIVE WINNING VIA THE FRONT OFFICE

THE MODERN FRONT OFFICE ANALOGYNEW BUSINESS ARCHITECTUREA GLIMPSE INTO HOW TO GET IT DONETHE FRONT AND MIDDLE OFFICE OPPORTUNITYMOMENTS OF TRUTH A NEW PARADIGMTAKING A PEEK AT DISRUPTIVE CAPABILITIESCAN YOU TEACH AN OLD DOG NEW TRICKS? Bring Your BestWHOS GOT GAME?

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Figure 1: Amazon Growth Projections52. THE MODERN ENVIRONMENT

THE MODERN CONSUMER B2C King Customer is Now a Dictator Customers are Demanding Total Solutions Customer Interaction at the Zero Moment of TruthTHE MODERN CUSTOMER B2BDISRUPTIVE CAPABILITIES NOT FOR THE FAINT OF HEART Cloud-Based Services Mobile/Smart Devices Big Data/Analytics Social Platforms Other Technology-Based AccelerantsENVIRONMENTAL FORCES Mass Production is Giving Way to Mass CustomizationPORTERS FORCES RE-EXAMINEDSO, WHAT DOES IT ALL MEAN?63. INADEQUACY OF TRADITIONAL APPROACHES TO BUSINESS MODEL INNOVATION

THREE-LETTER WORDS ARE NOW FOUR-LETTER WORDSFRONT AND MIDDLE OFFICETRANSFORMATION METHODS THE INADEQUACY OF TRADITIONAL APPROACHES TO OPTIMIZING BUSINESS PERFORMANCE Blunt Force Cost Reduction Due to an Emphasis on Efficiency Classic Process Reengineering Internal Organization Restructuring Strategic RealignmentTHE TRADITIONAL COO Cost Management Efficiency Operating Structure Strategic Mix Profit Performance Back Office Production Policy Management, Compliance and Corporate Governance Business Infrastructure Cross-Enterprise Resource Leveraging P&L Clarity and Accountability Traditional COO Responsibilities in Aggregate7

Figure 2 and 3: Front, Middle and Back Office Functions84. THE REAL-TIME ENTERPRISE

WHAT IS DRIVING THE REAL-TIME ENTERPRISE?KEY ELEMENTS OF THE REAL-TIME BUSINESS Automate the Primary Activities of the Organization Radically Reduce the Cost of Business Interactions Provide Self-Service That Delights, While Cutting Costs Radically Reduce the Cost of Software While Speeding Up Development Time Execute on Innovation with Great Speed and Agility Sense and Respond to Demand Make Deep Structural Adjustments Offer Product Services95. CUSTOMER CENTRICITY IN REAL TIME

THIS IS WHERE THE REAL FUN BEGINS Deep Customer and Competitor Awareness Granular Segment Clarity Codification of Business Practices and Value Propositions Distribution of Authority to the Point of Customer Interaction Aggressive Commitment to Iterative Learning Transparency and Fact-Based Analysis and Response Technology Architecture & Platforms Enabling Granular, Real-Time Interactions Non-Hierarchical Culture A Willingness to Test and Fail Without Retribution Self-Contained TeamsCUSTOMER CENTRICITY IN SUMMARY 106. THE MODERN FRONT OFFICE

THE MODERN FRONT OFFICE WHAT DOES IT LOOK LIKE?SEEING THE FRONT OFFICE THROUGH THE CUSTOMERS EYES Customer Centricity Emphasis Real-Time Emphasis Value Chain Emphasis Value Proposition Emphasis Resource Alignment Emphasis Transformation and Agility EmphasisSO WHAT?NEEDS FOR MODERN BUSINESS PROCESS MANAGEMENT117. SMARTER PROCESSES

WHY IS THIS IMPORTANTBUSINESS OPERATIONS IN THE AGE OF THE CUSTOMER Customer-centric business operations Mobile, Social, Cloud and Big Data Disruption Are You Easy to do Business With? Instant, Seamless and Insightful Customer Service A Framework for Leveraging Smarter Processes128. WHAT THE EXPERTS ARE SAYING

SMARTER SOLUTIONS FOR MODERN CHALLENGES

GARTNER 2012: The Year of Intelligent Business Operations Big Data Impacts on Process Technology for Intelligent and Innovative Processes (iBPMS)

FORRESTER RESEARCH Embrace Big Process ThinkingADDITIONAL PIECES GET ADDED TO THE MOSAIC139. THE 21ST CENTURY COO

CHAMPION OF THE MODERN BUSINESS MODELEFFICIENCY AS AN OUTCOME, NOT AN OBJECTIVELONGITUDES AND (L)ATTITUDESIT IS ABOUT THE INFORMATION NOT THE TECHNOLOGYTHE OPPORTUNITY CARPE DIEM1410. NEW COMPETITIVE DIMENSIONS

COMPETITIVE ADVANTAGE IN A NEW LIGHT Competing on Engagement, Experience, and Interaction Competing on Custom Processes for Competitive Advantage Competing on Speed Competing on Alignment of Resources & Capabilities To The Value Proposition1511. CASE STUDIES

REAL TIME IN REAL TIME

LARGE U.S. BANK REVOLUTIONIZES CUSTOMER ONBOARDING

THE OTTAWA HOSPITAL PATIENT-CENTRIC CARE

SMARTER SOLUTIONS FROM A LEADING HEALTHCARE PROVIDER

ODYSSEY LOGISTICS & TECHNOLOGY DELIVERS END-TO-END

CLAIMS PROCESSING SERVICES BREAKTHROUGH1612. MAKING IT HAPPEN: THE BUSINESS MODEL

TRANSFORMATION THE ART AND SCIENCEWHERE TO STARTFRONT OFFICE EMBODIMENT OF THE VALUE PROPOSITION Create a Vision Establish a Roadmap Start Small, BUT Clarify Customer Value Drivers Select Target Customers Select Differentiation StrategyCONSTRUCTION OF THE EXECUTION FRAMEWORK Walk the Customer Experience Customer Value Drivers Define Prioritization Codification of the Value Chain and Interaction Model Codification Using Business Rules Rules + Process Management (Rules + Process Management) x Front Office = Value Value Proposition EmbodimentMAKING IT HAPPEN AT MOMENTS OF TRUTH1713. MAKING IT HAPPEN: PROCESS MANAGEMENT

NOT JUST SMARTER BETTERTWO OUT OF THREE AINT BADBASIC FORMS OF PROCESS MANAGEMENTSYSTEMS THINKING: THE CORE CORE COMPETENCYLEARNING TO BECOME A PROCESS-MANAGED ENTERPRISEMASTERING BUSINESS PROCESS MANAGEMENTGETTING STARTED WITH BUSINESS PROCESS MANAGEMENTHIGHER ORDER PROCESS MANAGEMENTTHE PROCESS PORTFOLIOCRITICAL SUCCESS FACTORS1814. WHATS NEXT?

EXTRAPOLATION OF EMERGING CAPABILITIES Expanding the Envelope of Manageability BPO A Whole New Ballgame Test and Learn Mobile EverythingIMPLICATIONS FOR LEADERSHIP19Learn more atwww.mkpress.com/COO20