I’m winging my way to Hawaii for a much anticipated mini-vacation. This seems like a good time to recap some of my takeaways from the Sydney BPM summit – even if it is a month later! (I’m back now and had a great time!)
There was a great turnout 209 attendees – more than expected. We also had a nice group of vendors and service providers. The attendees represented 11 countries and covered the full spectrum of practitioner levels.
Dr. Michael Rosemann from the Queensland University of Technology was our keynote speaker. He also conducted a workshop on process innovation. Some of the highlights of his sessions:
In the workshop Dr Rosemann discussed 16 techniques to consider when designing the future state. There is no technology that facilitates break-through thinking when doing the to-be design. Some were obvious ones that we all consider – stop doing things or reorder activities. Some required rethinking a process by using models from other types of business. As an example we looked at redesigning a visit to the top of the Empire State Building. The as-is process from a customer experience might look like this:
Wait in Line -> Buy Ticket -> Wait in Line for Elevator -> Enjoy View -> Leave
Looking at the as-is the obvious changes were suggested, such as buy the ticket on the elevator to remove the customer wait times. The interesting concepts were to think about how other business models work and could be adapted here – for instance, consider a taxi or parking lot model where customers pay based on the time they use. Applying that to this example might yield an approach where customers would pay based on how much time they spent enjoying the view. In this scenario, they would go to the top – removing the wait times, enjoy the view and pay on their way out while at the top. (Realize this is for example purposes and we weren’t looking at capacities or other risk issues.)
Another example was a customer loyalty card at a grocery store, contrasted with an airline frequent flyer program. In general, the card at the grocer gets you promotional coupons and price reductions but consider rewarding elite shoppers with services such as personal shopping service, expedited checkout and rewards that are on par with the airline program and you may come up with a process that provides a (perhaps fleeting) competitive advantage. Great opportunities here.
Thinking your industry or organization is unique could possibly bias you from considering proven ideas from other sectors. “My organization is unique” resonated strongly in Australia – just like the rest of the world! See my previous blog.
My favorite example of rethinking a process from Dr Rosemann was creating a mobile process for buying groceries while in the subway. (Click here for Tesco Homeplus video) Along the wall is a store shelf displaying products – exactly like in the store. A customer points their mobile device at the desired product’s QR code and completes the purchase. When they get home, the groceries are delivered. (The objective achieved is “Change waiting time to shopping time.”)
Hopefully some of these examples will inspire us to quit tweaking processes and really get closer to process innovation. (If I could start a rant, it would be now…STOP THE TWEAKING…but more on that later!)
It was a great first conference and I enjoyed meeting a lot of the attendees. From a social media perspective, this was not really a Twitter crowd, with most of the tweets coming from vendors and Gartner analysts. If you want to review the Twitter stream check out #gartnerbpm.