A Literature Review and Research Agenda by Corinna Grau and Jürgen Moormann
As a Business Process Management consultancy, we see the value in BPM in every type of organization and industry, because we've seen the results. However, in working with various companies, we see one aspect as vitally important time and time again despite the fact that it's often not listed as a 'concrete' element or factor within the various tools or methods that have process management at their core. This secret ingredient also comes up in our conversations with other BPM professionals, indirectly arises as problems or advantages in companies implementing process based changes and one could deduce this element's existence from case studies where changes have successfully taken place also. I would refer to this element as the people element, but it would more appropriately be described as company culture.
Re-design a HR On-Boarding Process
Your mission for the Process Re-design Challenge 2015 is to provide a fictional HR department with a documented solution for the on-boarding process described in our previous post. The Head of HR is a busy animal, so keep it concise and produce something they'll have time to read, and presented in such a way that they are anxious to approve it for development and implementation. You are welcome to enter either as an individual, or as a team.
Time, a Culture of Empowerment, Communication & Collaboration
“Many people think that innovation is an activity for innovation specialists and therefore, that it does not apply to their role. A better definition of innovation might be “implemented improvement”, which would include and empower everyone in the organisation to innovate in all kinds of ways – incremental, radical and disruptive. One of the most famous exponents of this way of thinking is Toyota and its suggestion system, as described by Yuza Yasuda, author of “40 Years, 20 Million Ideas: The Toyota Suggestion System”.” - Dee Carri
Upcoming Webinar: Are You Walking a HR Tightrope? Solutions for organisations adapting to devolved HR functions.
Tuesday 20th January, 2pm (GMT)
Based on real life scenarios.
Below is an on boarding process from the first day up until 90 days in. In training sessions run by Torque Management, this is sometimes used as an example to begin discussion about the on boarding process. Have you had a similar experience in starting a new job or joining a new organisation? We would welcome comments below detailing your own experiences and will soon be announcing a competition to re-engineer this process for the ideal on boarding steps too. Follow us on Twitter or LinkedIn for updates.
It is fiendishly difficult to achieve and maintain a standard. Dee provides five recommended actions to greatly improve the probability of success.
Standardisation Programmes are large, they are radical and they offer tantalisingly big rewards for those brave enough to take them on. Good examples of these programmes are: Shared Services; Global systems; PMO; Common ways of working (processes) across large, dispersed teams.
Making Big Data Small & Useable
And it's Not Just for Digital & Online Businesses
Janne Ohtonen’s depressing but diligently documented online credit card application experience.
“Anthony was kind enough to tell me how he had no problems certifying his documents somewhere in Scotland in another bank. I suggested that it's a bit too far to go to Scotland for me to get that done.”
What is a BPMS?
You may or may not already know that BPM stands for 'Business Process Management' and refers to a systematic, holistic approach to management that aligns an organisation's business processes, or functions, with the needs of the client or customer.
The TPSoP® White Paper: The Right Person, Doing the Right Thing Right, Every Time
Following on from a successful series of blog posts on problems arising from text-based procedures written by Dee Carri, Torque Management has now published a white paper covering these topics further. The paper looks at the categories of what appear to be universal issues with text-based procedures and outdated processes related to SOPs that are costing organisations and individuals time and money and in some instances, embedding problems in organisations.
Interview with Daniel T. Jones
Daniel T. Jones is the founder and chairman of the Lean Enterprise Academy in the U.K., a senior advisor to the Lean Enterprise Institute, management thought leader, and mentor on applying lean process thinking to every type of business. He's also one of the authors of one of our recommended Business Process Management books, 'Lean Thinking: Banish Waste and Create Wealth in Your Organization' written by himself and James P. Womack. We caught up with Jones to ask him about the use of Lean today and how it differs from when he wrote Lean Thinking.
Ensuring Effective Environmental Health and Safety (EHSS) in Your Organisation
Tuesday 2nd December 2014, 2pm (GMT)
What is FDASIA, Title VII?
Dee Carri looks at what Title VII of FDASIA regulation is, the timeline for its implementation, how it's going to affect Quality Managers, Business Process Managers and IT Managers and offers some strategic advice to stay ahead of the curve and organise for success.
Webinar: Making SOPs the solution not the problem, November 11th, 2pm
You are invited to participate in an insightful webinar on improving Standard Operating Procedures and Work Instructions on Tuesday November 11th at 2pm GMT.