<img height="1" width="1" style="display:none" src="https://www.facebook.com/tr?id=1907245749562386&amp;ev=PageView&amp;noscript=1">
Event_bg

The Leonardo Blog

Leonardo wins Red Hat APAC 2018 Most Creative Partner Award

RED HAT PARTNER CONFERENCE BALI,INDONESIA - Leonardo have been recognised by Red Hat as a technology leader in the region -winning the Red Hat FY19 Most Creative Partner award for Asia Pacific. 

Think First—Why Process Mindset Must be Developed Early

Too many BPM initiatives fail. We’ve got to do better. In this article, I discuss an important area where considerable improvement can be realized. Process-based management is not achieved and sustained by having the right software and methods, indeed you can probably make it work well with the wrong software and methods. Done properly, process-based management is a systemic approach to the relentless pursuit of organizational performance improvement. It’s largely a mind game. Put simply, to ‘do process’, an organization, its people, and their teams need to ‘think process’. In a process-centric organization, all employees are conscious that their roles are to participate in executing a range of processes. They think beyond the activities described in their own job descriptions to see their roles in the bigger picture of creating, accumulating, and delivering value to customers and other stakeholders via cross-functional processes. Yes, that is a big change. The unrelenting emphasis is on conscious, cross-functional collaboration—and that is often challenging for individuals and functional units in an organization. Achievement of effective, sustained, process-based management is ninety per cent mindset and ten per cent toolset. Too often, the focus is on the ten per cent at the expense of the ninety per cent. Tools, including software, systems, methods, and techniques, are critically important—the full one hundred per cent is needed—but the tools are not the main game. Having the right tools is necessary but nowhere near sufficient for success. It might be argued that the mindset/toolset emphasis is 80/20, or perhaps even 70/30, rather than 90/10, but it’s certainly not the reverse of any of those. Tools and techniques alone won’t create a viral spread of the idea of process-based management. Hearts and minds are also needed. To have any value, process-based management must support achievement of organizational objectives.

Putting Process at the Centre of Business Management

Many organizations face the complex dilemma of dealing with major strategic and operational changes, often simultaneously. The complexity of the management challenge is increasing, often with alarming speed and consequences. This causes, not just a superabundance of operational problems, but strategic hazards that may test the viability of the organization. Key macro-challenges might include: radically increased customer expectations sector and business-model disruption reducing costs of market entry intensified competition radically and rapidly changing technology cost pressures mounting regulatory-compliance demands diminishing staff numbers increasing operational complexity fragile workforce enthusiasm These are mission-critical problems and there is a growing realization that something new is needed if they are to be solved. The organization chart shapes traditional management. Management effort consequently focuses on functional areas, i.e. ‘boxes on the chart’, and is easily fragmented. This form of ‘functional’ management has always been a key feature of management practice. Long before the invention of the theory of contemporary management in the first half of the twentieth century, organizations have structured themselves into units based on the type of work performed.

Creating Value in Customer Experience Management

An organisation should be looking for ways to continually add value.At it's core Customer Experience Management understands what is of value for a customer, and how we create/deliver value, that will lead to actions that result in a good customer experience.

Driving a Repeatable Robust Model of Integration

  Integration efforts are frequently suppressed by the high cost of latent resources, slow delivery models, expensive licensing alongside the battle of retaining the capability of staff year on year. The maturity of open source combined with advancements in cloud technologies presents great opportunities to realise the potential of a scalable, subscription based integration to meet business challenges & drive business transformation. Below is a transcription from the presentation by Adam Mutton at the Red Hat Forum in Sydney, October 2017.  --   The maturity of open source, combined with advancements in cloud technologies has presented a great opportunity to realise the potential of a scalable subscription-based integration model that meets business challenges and drives business transformation. I'm here today to talk to you about the direction Leonardo was seeing integration heading in, and how we see it driving towards a replicable, repeatable, and robust model of integration, and what kinds of tools and services that are required to make that a reality. 

    Related Posts