Process Design and Improvement and Re-engineering

Designing and improving processes is a key aspect of to-days business development environment, whether you are implementing new e-channels, cutting significant costs and time from existing processes, or developing a new business model. Getting the right processes in place ensures that you deliver on the implicit promises encapsulated in your brand as well as the explicit promises made to customers and suppliers.

[Strategic Interactive Marketing] [Business Process Improvement and Re-Engineering] [People]

Strategic Interactive Marketing

Strategic Interactive Marketing (SIM) requires new processes that are flexible, efficient and responsive. Processes can be acting in a supporting role (e.g. for developing a new product) or in a primary role (e.g. selling a product to a customer). They will flow within the organisation and also externally, to and from suppliers, distributors, agents, and customers, to name a few. When combined with Mass Customisation each customer product or services will have an associated set of unique processes.

To help organisations implement SIM, Managing Change has developed a Framework, Methodology and Tool-Kit.

SIM also needs a wide range of associated technologies.

Business Process Improvement and Re-Engineering

In an era of intensive globalisation and direct distribution channels, having fast, efficient and effective processes is mandatory. Well proven in manufacturing (e.g. motor industry) and distribution (e.g. supermarkets), process improvement and re-engineering are now being applied to services. This is especially true for back-office processes that have become the achilles heels of eBusiness distribution and customer contact centres.

Process Improvement is usually applied bottom up - mapping existing processes and identifying ways to eliminate waste, re-work, duplication, hand-off etc.. Re-engineering is usually applied top down - setting ambitious processing targets in support of new business models - the clean sheet of paper approach. What is chosen is a management decision balancing risk against deliverables all set within the context of business environmental imperatives.

Managing Change has developed a process methodology supported by tools and techniques. It has developed these over a number of years based on real experiences:

• we won an award from GlaxoWellcome for the creation of a new commercially orientated National Health Emergency Response business called HantsDOC. You can see some of the high level process models on-line.
• we assisted Ealing Borough Council to re-engineer their back office processes into a Customer Contact Centre, part of the Government's Modernising Britain and Tony Blair's aim to deliver all government services electronically by 2005.

In due course we will expand this process section .

In 1994, Managing Change undertook a dissertation into Business Process Re-Engineering. Most is available on-line including an Abstract and an Executive Summary of a survey into Organisational Cultural Change Techniques.

People

Whatever the type or project or the approach is chosen, then it is critical to involve the employees and very often distributors, suppliers and customers. The shape of that involvement will differ according the approach. For example, it may include techniques based on the works of Peter Senge, author of the Fifth Discipline and Peter Checkland, developer of Soft Systems Methodology .

External Resources
 

1. See the full list of resources for this web site for other related resources.

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