A prospective client shared the hidden costs of ‘normal’ process management.
This is a back-office function of 4k people within in a global organization of 100k+ people. This particular division is changing fast, like most back offices. Its transformation team set up almost 40 major change projects last year – covering offshoring, outsourcing, systems consolidation, shared services, organizational restructuring and Lean initiatives.
Every one of those change projects started with a process capture phase. Typically 2 FTE take 4 weeks to define the current processes in detail, as the start point for managing change.
That’s roughly 6 FTE full-time employed on capturing the As-Is processes. Scale it up across the organization and that’s around 150 FTE employed full-time in capturing the current processes as the start point for managing change.
Downstream, after the As-Is processes have been defined, there’s probably much more waste – and risk – in how the To-Be processes are designed, analysed and implemented.
But it’s ‘the way things have always been’. For busy execs there’s no burning platform. It’s easy to jump to the conclusion that adopting Nimbus as an enterprise process platform looks like ‘additional time and effort, that we don’t have, to achieve a nice-to-have’.
Bring out the hidden costs though and it’s easy to re-frame it, correctly, as an investment of the existing time and effort into building a joined-up, comprehensive and real-time view of the business, and a flame-proof platform for sustainable improvement.
29 Jan 2013 Process Resistance
11 Dec 2012 Process Management And Google Maps