A farmer family’s choice Here’s a real story that has been in mind for years. I know a farmer family who jointly own about 300 acres of fertile land on the outskirts of a city in India. Decades ago, this was all green fields, water channels, and small tobacco barns. But over time as the […]
Capabilities (The What) Organizations need to look at their overall vision, their goals and their strategy to come up with What they should do to achieve them. These Whats are known or called by many as Capabilities. Examples are Customer Relationship Management, Procurement, Product Management, Cash Management, Risk Management, Facility Operations, Process Design, Regulatory Reporting,
Dispensable People Context In the context of the eternal triangle of People-Process-Technology, I have always been a pro-process person. I have been writing and saying all along that Process is what drives the other two, and that is how it should be. But today, in the context of large and small organizations letting go of
I wrote in an earlier blog about the art of end-to-end process management. One of the biggest risks of not having end-to-end ownership is bank fraud. The massive fraud detected in #PNB (Punjab National Bank, India) is an example of poor practices followed by public financial institutions in India. Even while the quantum of fraud is
(This blog does not purport to have covered all scenarios in the example nor suggest that the solutions are applicable everywhere. But the said solutions have worked well in the given scenarios, and similar problems in other industries/areas could benefit from these.) Whenever I had an appointment to visit an outpatient healthcare facility, be it
Whenever the word ‘innovation’ comes to mind, there are different views on the types of innovation. I refer to the Oslo Manual developed jointly by EuroStat and OECD that suggests four variants – product innovation, process innovation, marketing innovation and organisational innovation. (Note: product means goods or services in the context of this entire article).
I wrote in an earlier blog about an organization being a network of various processes which collectively achieve the operational, support and management goals of the organization. From a project management perspective, organizations can be 1) projectised or 2) functional or 3) hybrid (a mix of 1 and 2). I believe that under business process management
Process Ownership and End-to-End Process Management Read More »
(I published this blog first in LinkedIn in Jan 2015, after the initial excitement of watching a sci-fi movie that was created with scientific research. Not only was the movie an intellectual and visual treat, the aftermath of its release also resulted in reverse engineering in the field of astro-physics itself. I had as much
Process Management Lessons from the Movie Interstellar Read More »
As described in an earlier blog Why a Process is Not Just a Flow Diagram, it is very essential to draw the various outcomes or goals of a business as it would enable to define processes to achieve each of the goals. There are many ways of representing goals, but primarily goals can be broadly grouped as
BPM Overview Business Process Management (BPM) has been mostly believed to be focusing on automation of business processes using IT, and aspiring to achieve Straight-through Processing (STP). Over the last few years though, BPM has extended its reach to integrate human-centric or pure manual steps with technology. BPM life-cycle typically follows distinct phases, viz. Design,
