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Leonardo Consulting Becomes a Pega Registered Business Partner

Daniel Weatherhead on May 25, 2017

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Partnership to focus on delivering BPM solutions to automate critical business processes and accelerate digital transformation

Today, we’re excited to announce that Leonardo Consulting has partnered with BPM software leader Pegasystems, Inc, the software company empowering customer engagement at the world’s leading enterprises. As a Pegasystems Registered Business Partner, we will provide Pega software expertise and implementation services to our customers in Australia.

To say we’re excited about this development is an understatement. Through our partnership with Pega, we’re better geared to deliver a full-service BPM stack. We believe that Leonardo can help customers achieve effective process-based management and create sustained improvement in business performance, all using Pega’s software.

Leonardo can now synthesise it's innovative BPM approach, expertise, and methodology with Pega’s market-leading BPM and Robotic Process Automation (RPA) solution, the Pega Platform.

"We welcome Leonardo Consulting as a Registered Business Partner and look forward to working closely with them as they continue to enhance and optimise their customers’ journeys.”-  APAC Pegasystems Vice President and Managing Director - Luke McCormack 

Here is what Luke McCormack, Vice President and Managing Director, Asia-Pacific Pegasystems had to say about the partnership:

“Our partners have deep experience, skills, and best practices that enable them to develop, implement, and deploy solutions for business challenges - and Leonardo Consulting certainly fits this description. We welcome Leonardo Consulting as a Registered Business Partner and look forward to working closely with them as they continue to enhance and optimise their customers’ journeys.”

"Our partnership with Pega enables Leonardo to deliver the full potential of BPM - from strategy to execution - to streamline our clients’ operations, increase their operational efficiencies and enable true business acceleration and growth." , Leonardo Consulting Founder and Managing Director - Chris Nagel

Our founder and Managing Director Chris Nagel is enthusiastic about the alliance: “Businesses globally are demanding digital and mobile enablement to streamline and automate their processes to improve the customer experience and drive revenue. As we looked to meet those changing demands, it was clear that Pega’s solutions fully complemented our existing offerings. Our partnership with Pega enables Leonardo to deliver the full potential of BPM - from strategy to execution - to streamline our clients’ operations, increase their operational efficiencies and enable true business acceleration and growth."

The partnership with Pega enables us to better automate your critical business processes, integrate your diverse applications and data, and enable your disruptive technologies — mobility, enterprise data and analytics, cloud and social collaboration — which helps you gain that crucial competitive advantage in the market.

We can’t wait to talk to you about the possibilities!

Topics: News

Value Delivery is a Two-Way-Street

Roger Tregear Roger Tregear on May 24, 2017

Value Delivery Exchane.pngReaders in parts of the world where Christmas is celebrated (or is that selleberated!) well understand the rituals of giving and receiving. Santa Clause is checking inventory, supply chain managers are frantic, the transport pool is making final adjustments, and the naughty/nice lists are being debated and finalized. In other parts of the world, readers have their own celebration and remembrance festivals through the year. The giving and receiving of gifts, goodwill and grace are important parts of our lives.

This has me thinking, inevitably, about processes. Yes, I know – sad, but true!

It is common to say that business processes are the conduits through which every organization delivers value to its customers and other stakeholders. Therefore, business processes need to be thoughtfully managed and continuously improved to maintain an unimpeded flow of value. Many readers will agree that this is the essential premise of Business Process Management, the touchstone on which all other related process-centric management, governance, measurement and technology initiatives rely.

However, this is not complete. This view of a one-way flow of value is a distortion of what actually happens. It is not enough to deliver value, we must always exchange value. Of course, every organization exists to deliver some form of value proposition to customers and other stakeholders and we see these documented in Mission, Vision or other statements of strategic intent. Business processes are the pathways through which we execute that intent. But it’s not a one-way street. Organizations, at least the successful ones, deliver value and they must also be receiving value in return. Organizations are not infinite value generators, content to stream out value endlessly and for no purpose. There must be a return path.

Without adequate return, the operation cannot be sustained.

I have spoken previously of 'Balanced Process Management'. In that article I made the point that:

Satisfying, indeed delighting, external customers is vital but it’s not the complete picture. We must look at the whole process. It is a great idea to start at the external customer end of a value chain, but it would be dumb to stop there.

For a commercial organization, the exchange is easier to define. In the private sector, the most obvious exchange is that goods and services go to the customer and money comes in return. Value, as perceived by the customer, might go beyond the actual product or service. There may be some prestige, personal satisfaction, aspirational or lifestyle element to the value proposition. In the other direction, a high performance exchange will return more than just the payment. We want the customer to be a fan, to be so pleased with the exchange they tell their world about it. If there are any problems, we would also like to get that feedback so we can ensure it doesn’t happen again. In many circumstances we would also hope to have repeat business from the customer based on earlier experiences. So goods and services, aspirational and lifestyle fulfillment are delivered to the customer and we want payment, references, feedback and repeat business from the customer. Two-way streets must be managed in both directions.

The exchange is sometimes a little less obvious and direct in the public sector, but it still happens. Government Process Management (GPM) has important differences to Business Process management (BPM). An “operational” government agency, such as one that regulates the use of cars on our roads, provides a range of services: safety, security, vehicle identification, and contribution to road maintenance funding, for example. In the other direction, car owners provide money and information. In some areas of government, the key output is policy and the process value exchange involves more abstract issues related to the “public good”. In the Not For Profit sector there are similar elements for some processes.

Whatever the organization, whatever the process, it is important to have a balanced view about the two-way flow of value. It’s not just about the Customer Value Proposition; we should also define the Process Value Proposition. For each process we are analyzing, we need to define the value that should be received by the process. What do we need from our customers and other stakeholders, how much, how often? Who are the best performing customers? Not every organization has a choice about its customers; only some have the ability to “sack” a customer. In every case though, we should have a clear understanding about which customer/stakeholder groups need the most management and attention. These are issues about which we should have clear and measurable objectives.

What do you know about your customers’ processes? Some outputs of their processes will be coming to you as inputs? The companion to the process Receive Order is Place Order. Perhaps we too often focus on the first and forget the second.

The familiar adage says it is better to give, than to receive. For our processes, we should be saying it is best to give and receive. It’s the Santa clause.

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Topics: BPM - Business Process Management

Think First - Mindset then Toolset

Roger Tregear Roger Tregear on May 17, 2017

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From many personal experiences, positive and negative, of encouraging organizations and their teams and people with the idea of process-based management, I offer some thoughts in this article about one very important aspect – it’s a mind game, not tool time.

The achievement of effective, sustained process-based management is 90% mindset and 10% toolset. High levels of BPM maturity can only be achieved and maintained if the correct conceptual framework is in play.

Too often we are focused on the 10%, at the expense of the 90%. The tools and techniques are critically important, but they are not the main game. Having the right IT and other tools is a necessary, but nowhere near sufficient, condition for success.

Making the idea of BPM resonate within an organization requires deep engagement with the key challenges of contemporary management. If you don’t ‘think process’, you won’t ‘do process’. The likelihood that organizations, teams or individuals will adopt process-centric approaches to management depends on what they think will happen if they do.

Process-based management must give positive support to the achievement of organizational objectives if it is to have any value. Success is not measured in the number of models drawn, the cleverness of the process architecture, the number of process measures, the documentation of methodologies, or the sophistication of the automation. Success can only be claimed if organizational performance has been improved, and demonstrably so, as a result of taking a process view.

People will only buy-in to the idea of BPM if they can see that it is likely to solve some clear and present difficulty in a pragmatic, cost-effective, and sustainable way. When pitching the idea of BPM, we need to be thinking about As Is / To Be changes, not in processes, but in mindsets.

About now you might be tempted to suggest “Well, D’oh. Of course! That’s obvious”. Well, we might assert that it should be like that, but the evidence says that we have a long way to go.

In the BPTrends report, The State of Business Process Management 2016[1], it is reported that only 24% of respondents said that “their executives regarded BPM as a major strategic commitment.”[2] Another disturbing survey result says that in 74% of cases, managers were never, or only occasionally, “trained to analyze, design, and manage business processes”[3]. Even more worrying is the analysis showing that 73% of respondents said their process managers never, or only occasionally, “use performance data to manage their processes”[4]. There’s another way of doing that?

This suggests that we are a long way from having an effective process mindset in many organizations.

As always, to be sure we are talking about the same thing, I summarize my understanding of the BPM management philosophy as follows:

Business processes are the collections of cross-functional activities that deliver value to an organization’s external customers and other stakeholders. They are the only way that any organization can deliver such value. Individual organizational functional areas cannot, by themselves, deliver value to external customers. It follows that an organization executes its strategic intent via its business processes. Business processes are the conduits through which value is exchanged between customers and the organization. Therefore, business processes need to be thoughtfully managed and continuously improved to maintain an unimpeded flow of value between the organization and its customers and other stakeholders.

To achieve this outcome, we must start with the mindset, not the toolset.

It’s all in the mind

Minds are often hard to change, but it can be done. Once changed, minds are likely to stay changed for the same reason. Although the idea of having to do more than an impressive technology demonstration, might be daunting, it can also be reassuring. We have all seen, perhaps given, cool technical demonstrations that were exciting for an hour, and changed very little. Forget about the tools. No business has a problem called “we don’t have enough software”.

“What’s the problem we are trying to fix?” That’s the question, and the answer needs to be framed in terms of a mindset of real strategic, operational or tactical improvements if process-based management is to resonate with the gatekeepers.

Modeling mindsets

Different audiences have different mindsets, and require different messages. To understand the differences we should ‘model’ the mindsets. What are the key players really thinking? What are their current management challenges? Which of the process messages are they most likely to find attractive? What mindsets do they need to have individually and collectively to achieve high(er) levels of BPM maturity?

What do we need to do to close the gap from current to target mindset – a familiar As Is / To Be / To Do cycle.

Getting minds around “continuous”

Everyone signs up for “continuous improvement”. Great idea, why wouldn’t we go for that? Well, we also need to get our minds around the certainty that “continuous improvement” also means continuous measurement, change, challenge, activity and organizational friction.

Well worth doing, but what looks obvious and desirable on the poster, can sometimes prove to be quite difficult to endure in the live workplace. It requires an uncommon openness, a different way of thinking about daily workplace operations, relationships, fears and motivations.

Mind the gap

To improve a process, we need to find a gap between what is and what might be. In theory, we want to find big gaps so we can make big improvements. However, I regularly meet people who worry that openly “admitting” to a significant process improvement will be seen as a past failure rather than an ongoing success. They can see cost-effective ways to improve a process significantly, clearly a good thing to do, but the same mind that approves the change, has to acknowledge the newly discovered, but perhaps long unobserved, problem or opportunity.

What’s the mindset at your place of work? Imagine that a process is found to have been costing, for the last five years, a million dollars a year more than it needed to. Would that be seen to be a sackable offense, or a cause for celebration and congratulation? If you managed large parts of that process, would you be elated or nervous in announcing that bit of continuous improvement?

In Conclusion

We might argue that the mindset/toolset emphasis is 80/20 rather than 90/10, you might even convince me it’s 70/30, but it’s certainly not the reverse of any of those. To create a viral spread of the idea of BPM, tools and techniques alone won’t do it. We also need hearts and minds.


[1] Harmon, Paul. “The State of Business Process Management 2016”. Accessed May 18, 2013. http://www.bptrends.com/bpt/wp-content/uploads/2015-BPT-Survey-Report.pdf
[2] Ibid., p 12
[3] Ibid., p 18
[4] Ibid., p 20

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Topics: BPM - Business Process Management

Establishing the ‘Why’ of Business Process Management

Roger Tregear Roger Tregear on May 11, 2017

WhyBpm.pngIf we are evangelists for BPM, if we are advocates for the power of process, what is it that we believe? What are the essential elements of process-based management that we hold to be compelling?

These are not new questions. I have previously written in this blog about the critical need for organizations to determine and document the compelling reasons that are powering their particular BPM journey. These provide the bedrock necessary to sustain commitment during what will inevitably be occasionally difficult times along the way.

For those of us for whom the process view resonates powerfully, we hold these truths to be self-evident. The reality is that for many people, this is simply not true. In their book Made To Stick1, Chip and Dan Heath describe the curse of knowledge as follows:

“Once we know something, we find it hard to imagine what it was like not to know it. Our knowledge has “cursed” us. And it becomes difficult for us to share our knowledge with others, because we can’t readily re-create the listeners’ state of mind.”

I have recently read “Start With Why2” by Simon Sinek. The idea is simple but powerful. “People don’t buy what you do, they buy why you do it.”

Read the book to understand the details of the Why/How/What insights. Suffice to say here that Dr Martin Luther King Jr changed a nation, and the world, by saying “I have a dream”, not “I have a detailed plan and methodology with accompanying PowerPoint”. The detailed plans, the How and the What, were important, but they were not the starting point. They were not what ignited a shared commitment to powerful and long lasting change.

Perhaps too often we try to explain BPM and process-based management by focusing on the How and the What. Simon Sinek and Dr King would advise us to start with Why. Why does the idea of BPM exist? What is its purpose? Modeling, process architectures, improvement methodologies etc are about what we do and how we do it. But why should anyone want to do those things?

Important initiatives like Roger Burlton’s BPM Manifesto and the Process Knowledge Initiative give useful insight for How and What. If people buy, not what we do but why we do it, what is the belief set that gives the Why to BPM?

The BPM Creed

Here is my suggestion for a statement of why, as process professionals, we believe.

We believe in ...

  • unimpeded flow of measurable value between our organization and its customers and other stakeholders
  • uncovering and eliminating wasteful activities
  • a workplace that enables our staff to deliver value
  • eliminating frustration caused by broken processes
  • having more certain control over things that really matter
  • technology supporting business processes, not the reverse
  • continuous improvement and discontinuous innovation.

Let’s tease those out a little more.

Flowing Value

We want unimpeded value flowing between customers, the organization and other stakeholders. It’s a multi-path flow. Not just inside-out or outside-in, but appropriate, measurable and managed value flowing amongst participants. We believe in delivering and receiving value.

Eliminating Waste

In every organization there are many circumstances where time, money and goodwill are wasted. It feels like we are driving with the brakes on, that there is sand in the gears. Waste causes transmission loses in the value flow. We believe in good old fashioned thrift when it comes to value flow.

Enabling Staff

People turn up intending to do a good day’s work. Sometimes our processes disable their good intentions resulting in more value losses and demoralized staff. We believe in our people.

Eliminating Frustration

Have you been inconvenienced recently by another organization’s broken processes? Most of us have. Your customers have probably been frustrated some of your processes as well. Rough edges cause disruption and losses in the flow of value. We believe in creating smooth transactions for our customers.

Achieving Control

What really matters is our ability to optimize the exchange of value amongst customers and stakeholders. This is what we need to understand and track. Everything else is secondary. We believe in thoughtful control of value delivery.

Supporting with Technology

Optimized processes are central to value delivery. Appropriate use of technology is a key element of many, but not all, process improvements. The process view is dominant; automation is but one option for process improvement. We believe in the automation of process execution where that improves delivered value.

Continuously Improving

Most processes can be improved. In a process-centric culture it is everyone’s job, and aspiration, to make frequent process improvement. Process improvement should a habit, not just a project.

We believe in continuously increasing the value we deliver.

Discontinuously Innovating

Continuous improvement has a natural limit. A single process, continuously improved, ultimately reaches a point where there is no cost-benefit in further improvements. A step function change is then required to facilitate first one-off, and then continuous, improvement. We believe in pushing the limits of value delivery.

In Summary

As process professionals we believe in continuous small, and occasional large, improvements in the unimpeded exchange of value with minimal transmission losses from waste and broken processes, in empowering customers and staff to gain maximum value from their interactions, supporting such exchanges with appropriate technology and consciously focusing measurement and management on value delivery.

Do you agree that this is why process professionals believe? Is this the Why of BPM?


1 Chip & Dan Heath. Made To Stick. Random House, London, 2007.
2 Simon Sinek. Start With Why: How Great Leaders Inspire Everyone to Take Action. Portfolio, New York, 2009.

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Topics: BPM - Business Process Management

Service and Value Are Delivered by Process

Roger Tregear Roger Tregear on May 3, 2017

 

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I have recently been engaged in several different discussions which have revolved around the term “service”. There is considerable confusion, or if you prefer, a wide range of views, on what a service might be and what we should do about it. Should we model them? Is a “Service Architecture” useful and, if so, does it replace a Business Process Architecture?

Some personal context might be helpful before I explore those questions. My organization management view is process-centric. For me, Business Process Management (BPM) is a management philosophy that can be summarized as follows:

Business processes are not just a series of activities. They are the complete collections of cross-functional activities, rules, and resources that allow the exchange of value between an organization and its external customers and other stakeholders. The only way that any organization can exchange such value is via its business processes. Individual organizational functional areas cannot, by themselves, deliver value to external customers. It follows that an organization executes its strategic intent via its business processes. Business processes are the conduits through which value is exchanged between customers and the organization. Therefore, business processes need to be thoughtfully managed and continuously improved to maintain an unimpeded flow of value in every direction. Business process analysis, improvement and management are about optimizing the value exchanged between an organization and its customers and other stakeholders.

So where do services fit? Are we not here to serve our customers? Don’t they come to us looking for service? Many of us work on a fee-for-service basis. Didn’t you have your car serviced recently? There does seem to be a lot of servicing going on.

Like other quasi-technical terms we have reassigned from their normal role in the English language, “service” retains its original meaning for most users in most circumstances. The hotel, in which I am staying as I write this article, provides services related to accommodation, food, laundry, swimming, valet parking, gymnasium and many others. Indeed, I met the Guest Services Manager. In this plain English use of the term, we have no difficulty understanding what is meant by service. The list of available services is provided in the “user manual” for my room.

We can also easily understand the way "service" is used in Service Oriented Architecture (SOA). In that context, service (or originally, web service) is software/technology. No doubt about it and no confusion. I'm no programmer or IT/systems architect, but I suspect that, what we might once have called a subroutine is now a service. The subroutine code likely lived on the same disc drive as the main program and the service might be called from anywhere on the planet and be more sophisticated, but conceptually not much different. Service in this context is an IT capability. Plug and play, mix and match, and you are delivering some desired outcome.

So plain English use of the term “service” and the “service” in Service Oriented Architecture are well enough defined. There is little, if any, confusion between those two usages. Every other use of “service” does seem to add confusion and little insight.

If you agree with my outline of the BPM management philosophy above, then we agree that business processes are the only way that any organization can exchange value with its customers and other stakeholders. The closest I get to making sense of “service” in that, for me dominant context, is that what we deliver to customers is a “service”. The service is the value delivered by the process. When I send my clothes to be cleaned here at the hotel, the “laundry service” does a great job and I get exceptional levels of “service” – cute little paper bow ties on the shirts, which come back on proper hangers. I love it. However, what I am delighted with is the value I receive from the execution of the process Provide Laundry Service. We could find that process in the hotel’s Business Process Architecture. I see no need to invent a new set of concepts around “service architecture”. Do you?

A “service catalogue” is conceptually no different than a product catalogue. It’s a list of the things (values) we can deliver. The service/product catalogue is a list of possible outputs. It does not describe the process that delivers the output. The Amazon catalogue does not describe the process of taking my order and getting the product to me. It defines part of the value that can be provided to me (the other part being speed and convenience of delivery, and perhaps a cost saving). This value, or process output, is one of the six perspectives of a process, the others being inputs, guides, enablers, flow and management.

It is unnecessary to invent a whole new “body of knowledge” about service architectures and related artifacts. If you want to replace the word “process” with “service” and mean the same thing, then I can live with that. Call a process whatever you like, but don’t confuse the meaning. The big problem comes when people get confused between the process (or whatever you want to call it) and the value (output) it delivers. Service delivery is done via processes. For me, “service” is another, and perhaps slightly more specific, term for the abstract concept of “value” that is delivered by a process.

Inevitably, a so called Service Architecture is a quite functional list of services delivered without a coherent hierarchy to describe how the delivery is made in a cross-functional sense. The Service Architectures I’ve seen have been a messy confusion of aspirations, outputs and activities.

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Topics: BPM - Business Process Management