by Elise Olding | February 28, 2012 | 4 Comments
The majority of my interactions with clients lately have been about organizational change. It is becoming more of an executive level conversation as leaders are realizing the importance of paying attention to the people dynamics and understanding the consequences when they don’t. “Where to start?” is a question I’m commonly asked. Here’s the 100,000 foot view that I recently shared:
- First – stop using “change management.” It’s a myth, change can’t be “managed.” All of us certainly know we can’t change someone else and likely have learned this well in our personal lives. It holds equally true at work but somehow we don’t take this into consideration and continue to pursue managing change at work. What you can do is influence, entice, engage, suggest, mentor… ”Change management” sounds like something that gets delegated to lower levels to “manage” in the organization. While there is certainly a project component, the overall concept of an adaptable and flexible workforce is a strategic concern in an organization and one executives should be involved with. Consider using “organizational change” or “leading change.”
- Second, stop using the word “new” to descibe your subsequent state. New implies a change from here to there and then it is done. It sends the message to employees that once you master the new way of working, they can relax as they have arrived at “new”. The truth is there’s another “new” waiting in the wings. So, call it what it is. It’s “next.” This alerts employees to expect more and that “next” will be a way of life. Offer career development and training in how to live in a “next” environment. As employees gain the skills to embrace change they can move towards creating an adaptable and flexible workforce.
This is the 100,000 foot view, but it’s a place to start. Oh, and don’t forget change fatigue, but more on that later…
Category: Organizational Change Strategic Planning Uncategorized Tags: adaptable workforce, PMO, PPM
by Elise Olding | February 14, 2012 | 3 Comments
I have had 4 1/2 great years with the Gartner BPM team. It’s been fun shaping the research, meeting everyone at the conferences and writing research. I’m sad to leave good friends and wonderful collegues. The good news is that I will be at all the Gartner BPM Summits this year!
I’m now onto my next challenge…effective Feb. 1 I have joined the Program and Portfolio Management team. They are a great group and I’m looking forward to expanding my research into this area. I will be taking the organizational change research with me and also continue to work on the intersection between the PMO and BPM – what Donna Fitzgerald has defined as the enterprise PMO. (And hot news off the press: we are continuing to see the convergence of the PMO, BPM and organizational change.)
I’m looking forward to keeping connected to those of you with whom I’ve worked with while on the BPM team and look forward to new connections in the PPM world.
Category: Uncategorized Tags: BPM, Organizational Change, PMO, PPM
by Elise Olding | November 21, 2011 | 7 Comments
Our “BPM Predicts” report for 2012 has been published. It was a cross-team effort that included – myself, Brian Burke, Michele Cantara, John Dixon, Donna Fitzgerald, Janelle Hill and Teresa Jones. “BPM Predicts” is published each year and I hope you find this year’s batch to provide insights for you to take BPM to the next level.
The land of BPM is awash in opportunities but also speckled with landmines. This year’s predictions offer some of both. Starting with the landmines, organizational politics is emerging as a challenge and will continue to haunt BPI leaders Those not realizing the force of this challenge will face the stalling or demise of their BPM program, and we anticipate that will be one-third of the organizations today. The good news is that the opportunities offer hope to deal with this challenge and have a direct and positive impact. The enterprise program management office (EPMO) ties together people, technology and process enabling a better, more comprehensive reading on political challenges, and gamification offers engagement and motivation techniques to rally opposing forces to work toward collaborative goals. Shadow processes diminish the value of BPM, and creating visibility offers opportunities to coordinate work across organizational boundaries. The bad news is that politics will be a challenge that some will not overcome, but the good news is that this year’s predictions point to a path that will lead to BPM success.
- Through 2016, organizational politics will prevent at least one-third of BPM efforts from moving beyond one-off projects to enterprisewide adoption. (John Dixon, Elise Olding)
- By 2015, 25% of all redesigned processes will include one or more of the engagement practices known as “gamification.” (Elise Olding, Brian Burke)
- Driven by the need to innovate, by 2016, one-third of enterprise-level BPI groups will combine with the Program Management Office (PMO) to form the EPMO. (Elise Olding, Donna Fitzgerald)
- By 2016, 20% of “shadow business processes” will be supported by BPM cloud platforms. (Michele Cantara)
Category: BPM Cloud Gartner Organizational Change Tags: BPM politics, gamification, process design
by Elise Olding | September 28, 2011 | 1 Comment
The wave of social business will be larger and even more disruptive than the e-business wave that preceded it. It is more than Facebook, Twitter, and LinkedIn. It is also more than the enabling technologies – wikis, blogs, social networks, etc.
Social media is really about engaging communities in new ways to achieve otherwise impossible business value. It is about strategy. It is about thriving, surviving or disappearing in a new age of human behaviors fueled by mass collaboration.
In this Gartner Twitter Chat, we’ll explore the critical trends that are upending social programs as business get social. Key topics will include:
- What makes social media so powerful?
- How can organizations take a strategic approach to social media?
- How can social media transform how you do business?
- How do you measure the value of social media?
- What are the major best and poor practices that mean the difference between success and failure?
The Gartner Twitter Chat will take place October 4, at 3 ET (noon PT for me!) on Twitter with Anthony Bradley, Carol Rozwell, and Elise Olding. Please join us on Twitter using #GartnerChat. Follow our hosts: @BradleyAnthonyJ, @CRozwell, @EliseOlding and @Gartner_inc
I’m looking forward to connecting with you!
Category: Gartner Social Tags: GartnerChat, Social, social media, twitter, Twitter Chat
by Elise Olding | September 28, 2011 | 1 Comment
We are in the planning stages for our Gartner BPM Summit. I am the conference chair. The pre-conference survey is available – here. We currently have approximately 180 responses and need more!!
By fully completing this survey you will be provided a special $300 discount code to attend the Gartner Business Process Management Summit in Baltimore, Maryland, April 25-27, 2012. In addition, you will automatically be eligible to win two free passes, one for you and one for a colleague.
Some interesting results so far:
Which of the following BUSINESS PRIORITIES are driving your investments in and development of Business Process Management? Please select all that apply.
75% answered “cost savings”
What are the biggest obstacles preventing you from improving processes? Please select all that apply.
56% answered “lack of resources”
The survey will guide us to develop content that is relevant to attendees. Topics trending are: organizational change management, resource development, achieving results, business process modeling and simulation/optimization.
Please give us your thoughts and we will use this input to develop the agenda.
Category: BPM Organizational Change Tags: BPM, BPM Summit, BPM survey, business process survey, Gartner BPM Summit, process improvement
by Elise Olding | September 27, 2011 | 3 Comments
Think about your last BPM implementation – was it merely paving the cow path, or did it include a radical redesign from how things are done today? I talk with vendors, companies, government entities and read lots of case studies. While the results are often impressive, I often feel underwhelmed. Where are the nuggets of radical redesign or breakthrough thinking in the solution? It seems much of the benefit was achieved through automation of manual effort.
My first immersion into enterprise-wide process improvement was at Levi’s in the 90’s. I attended one of the first course’s taught by Dr. Michael Hammer and poured over his book “Reeingineering the Corporation.” His messages resonated with “blow it up” and “start with a blank sheet of paper.” We spent time visiting other companies, gaining insights from customers and creating a vision for how we could work in the future. Then we did the heavy lifting of figuring how to get from here to there.
Unfortunately this style of work became associated with downsizing. It also suffered from trying to take on too much all at once (changing everything) and ignoring the impacts to people in the organization (change management). But most unfortunately, we also lost the essential message – to think differently, to challenge the status quo – to strive for something completely different. We need to bring this back – soon!
A friend (an enlightened BPM sage) said to me a few days ago, “the only place automation should come before discovery is in the dictionary.” So true! We have taken a detour down the BPM tinkering path – with benefits of increasing productivity and delivering an ROI predominantly achieved by automating manual processes.
They are certainly great examples of breakthrough thinking – my favorite is BAA and the rethinking of airport capacity/gate handling to increase retail sales, using Pegasystems. These seem to be the exception lost is a sea of workflow projects. At some point we will exhaust these incremental opportunities – let’s keep BPM at the forefront and top of business executives minds – let’s continue to reinvent, rethink and radically redesign.
Send me your radical redesign successes.
Follow on Twitter: EliseOlding
Category: BPM Gartner Organizational Change Tags: business process, radical redesign, redesign, reeingineering
by Elise Olding | September 19, 2011 | Submit a Comment
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.
Category: BPM Gartner mobile Organizational Change Tags: BPM, mobile process, radical redesign
by Elise Olding | August 29, 2011 | 2 Comments
An enterprise’s culture is often a source of pride and differentiation. It can also be a hurdle when implementing business process improvement projects. In my travels and visits with clients all over the world, a common theme is emerging – “we are a unique organization and have a very distinct culture – organizational change practices from other organizational don’t apply to us.” The specifics include statements like:
- “We are a government organization with long-time employees.”
- “We are a privately owned company with creativity at our core.”
- “We are a medium-sized business with US-only employees and growing rapidly.”
- “We are a large global manufacturing firm that outsources all our back office functions and fosters innovation locally.”
- “We are a non-profit organization operating in 33 countries with a passion for helping others.”
What follows is an explanation of why practices from other organizations are not of interest and won’t work in this instance. This approach is risky, as generally organizations aren’t very good at organizational change and communication to begin with. Let’s look at this from another angle. Imagine if the medical profession held these same beliefs. A visit to a doctor could go something like this:
Patient: “I am having problems with my left knee. When I run I feel a pain on the outside. Is there something that I can do to stop the pain?”
Doctor: “Well you do realize that you are a 38 year-old female, who runs, is a project manager and lives in Boulder, Colorado at a high altitude. In addition, no two human bodies are put together exactly the same, which makes it hard for me to use examples of others with knee pain to diagnose what is wrong with your knee.”
This would be the last time you visit this doctor! Many organizations hold onto the belief that they are unique, missing the opportunities to learn from leading practices of others. It is important to understand the nuances of each culture and use these to guide the development of the organizational change plan that leverages a litany of great techniques and pitfalls from other enterprises. Successful organization change requires both. I believe in using frameworks that are culturally sensitive while leveraging leading practices in successful organizational change. Don’t handicap your change efforts from the start – understand the body of available techniques and leverage those that will resonate with your culture.
Getting over the fact your organization is unique and can’t learn from others is likely your first organizational change challenge!
Category: BPM Gartner Organizational Change Tags: change management, corporate culture, organizational change management
by Elise Olding | June 28, 2011 | 1 Comment
Last week I attended the Gartner enterprise architecture (EA) and program and portfolio management (PPM) summits. There were over 800 attendees at the PPM event, with 400 at the EA summit. I presented on the synergies of BPM with both of these disciplines.
The Common Thread
Both groups of attendees struggled with organizational change. During my presentation at the EA summit I asked the question to the audience attending my session on BPM: The Catalyst to Deliver Outcomes – “How many of you feel you are doing a good job with organizational change?” In the audience of more than 60, not one hand went up! This tweet says it all: “@chrisoneoa: Crickets & no hands when @eliseolding asked if anyone did Organizational Change and Communication well. Hoot!” EAs, you have some work to do.
Change is Hard, But it’s Harder with NO RESOURCES!
PPM attendees understand the value of change. They do find mastering the discipline a big mountain to climb, but my conversations with them revealed they struggle mostly with getting support for the change efforts. No resources = No change! Their challenges focused on how to communicate the value of this work to get resources. It was mentioned many times, when the budget gets cut, organizational change and communication is the first thing to go.
How Can BPM Help?
This was the topic of my presentations at both conferences. The changes to the business process are the result of PPM work and are guided by the strategies of EA. BPM can be the vehicle to get from strategy to results. BPM is the connection to the business.
My Challenge to You
Let’s figure out how to work together from soup to nuts. EA + PPM + BPM = results. That’s change we can live with. What do you think?
Category: BPM Gartner Organizational Change Tags:
by Elise Olding | May 19, 2011 | Submit a Comment
I was part of the Gartner EA summit in London last week. There were 400 attendees from more than 30 countries. Betsy Burton, VP and distinguished analyst gave a compelling kick off presentation “Getting a Seat at the Strategy Table.” Burton challenged the audience to create a “clear line of sight between EA and key business outcomes.” I heard many mumbling “yes!”
This was followed by an entertaining and mind-expanding external keynote by Gabe Zichermann on gamification. He presented some interesting case study examples. Zichermann states that “engagement is core metric of next decade” and includes: recency, frequency, duration, virality and ratings. The most “fun” quote from Gabe was “gamification is the new black.” (Personally I would have been more excited about pink…)
A case study presented by David Cotterill, Head of Innovation at the UK Department for Work and Pensions, detailed how they used gamification techniques in an idea generation application. Cotterill asked the audience how many would introduce gamification into future applications and 25% to 30% of the audience said they would. Cotterill sees gamification as a method to drive social and collaborative behaviors. He stated that those who are influencers in the organization can now tap into and engage the larger group to promote organizational change. Cotterill advises “build the culture first, worry about the process later.” This means that you need to focus on developing collaborative and team behaviors which are often not a part of the cultural norms. (Back to the chicken and the egg – see my prior blog post here.)
I presented a session on how EA and BPM can work together. Approximately 50% of the session attendees were responsible for leading BPM programs. I found this a surprising but welcome trend. BPM is the way for EA to tap into delivering value and the critical enabler to Burton’s challenge above. By connecting EA strategy to BPM implementation a clear connection can be made to the measurable value delivered by the BPM project. The key is to connect the EA enterprise context (EC) which defines the anchor model or value chain to the process hierarchy used by BPM. This provides the traceability for BPM project results back to the EA strategies.
It was a great two days and the attendees left with a lot of valuable ideas to take back with them.
Follow me on twitter @eliseolding
Category: BPM EA Gartner Organizational Change Social Tags: BPM, collaboration, entarch, enterprise architecture, gamification, Organizational Change, process improvement