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1、Process InventoryDriving Transformation SuccessMichael SchankFounder&Managing Director,Process Inventory AdvisorsMichaelSchankProcessInventoryAApril 2025Process Inventory Advisors1Introduction Michael SchankThe transformative power of the Process Inventory Framework to drive Digital Transformation s

2、uccess by aligning resources,organizational goals,and efforts,leading to unparalleled agility.Digital Transformation SuccessOver 25 years consulting and in the financial services industryEY Head of Process ExcellenceCiti Head of Process Excellence for US Retail BankExtensive transformation backgroun

3、dBoard Member Association of Business Process ManagementFounder and Managing Director of Process Inventory Advisorswww.ProcessI2How to Succeed In Transformations4Risk to Organizations Embarking on a Transformation70%Of Transformations FailLost InvestmentFrustrated StakeholdersUnsatisfied CustomersLo

4、st Ground to CompetitorsTransformation Fail at an Alarming RateA transformation is a fundamental change in how a business operates or delivers value to their customers and is typically triggered by a change in the market environment.They require profound changes to the people,process,and technology

5、environmentsAre typically multi-year,multi-project programs that require significant budget and focusKey Elements of transformations include:Strategic AlignmentProcess and Operational ChangesTechnology UpgradesCultural ShiftsAchieving Operational Excellence5Operational Excellence is an organizations

6、 ability to achieve the highest levels of performance,fully aligned with its mission and vision.This entails delivering consistent execution free from waste and inefficiency.Excellence looks like:Consistent Execution Aligned to PurposeCulture of Continuous ImprovementCross Functional CollaborationAg

7、ility in the Face of ChangeEffective use of Technology6Transformation TrendsNewBusiness ModelsConnecting user groups to seamlessly exchange valueSources of InnovationTapping unconventional sources for innovative solutionsHarness the Value of DataConnecting user groups to seamlessly exchange valueAI

8、is ComingAI will change how organization operate and deliver valueCustomer CentricityAn obsessive focus on your customer is the key to winningCase Study:Nokia Phones Transformation FailureBackground:In the 90s Nokia pivoted to mobile phones From 95 to 99 Operating profits surged from$1bn to$4bn By Q

9、4 2007 they have over 50%of the marketThe Challenge:Despite leading the market,Nokia failed to adapt to the smartphone revolution In 2007 Apple released of the iPhone with a superior touchscreen interface and app ecosystem They attempted a transformation but failedKey Issues Identified:A 2017 study

10、was performed:Internal culture of fear among middle managersLimited technical expertise among top leadershipA short-term focus on market demandsInternal politics and mistrust that stifled innovationOutcome:Nokias market share dropped by 90%,and in 2013,their mobile phone business was acquired by Mic

11、rosoft.7What is the Root Cause of FailureOrganizations have complex people,process,and technology environmentsComposed of diverse teams that have unique languages and perspectives.Complexity hinders communication and collaboration To succeed requires leadership with superhuman capabilities to keep e

12、verything on trackOrganizational Complexity is the Root of FailureFamous Tree Swing Cartoon8Systems Thinking Enables Transformation SuccessProcess is the ground truth that anchors all aspects of your organization together into a single unified model.Process Management can:Unlock all organizational k

13、nowledge to connect the dots for a clear and transparent understanding.Provide a common language to facilitate alignment from strategy to transformation execution.Enables clear accountability for all operating and change activities.Break organizational silos by fostering greater teamwork and collabo

14、ration.Enable a Data-Driven organization that operates with a deep level of operational knowledge.Organizations are complex,and a transformation is a complex challenge.Systems thinking solves this challenge by viewing the organization through its connected parts,the relationships among those parts,a

15、nd how they collectively impact performance9Alignment is the Key SuccessThe key to success is bringing your organization into alignmentThere are two critical dimensions to alignment.Vertical alignment:harmonizing strategies,goals,knowledge,and activities from the C-suite down to individual contribut

16、ors.Horizontal Alignment:emphasizing effective collaboration and coordination across disparate business and functional areas.Vertical AlignmentHorizontal AlignmentC-SuiteSenior ManagementManagementIndividual ContributorsBusinessTechnologyRiskOperationsand moreGetting into Organizational Alignment is

17、 the Key to Transformation SuccessTo achieve alignment,and I mean in a real tangible way,a common languages is needed.10How to Succeed Through ProcessProcess Inventory is Your Common LanguageYour Common Language Must:Be comprehensiveRepresent different levels of granularityFacilitate cross-functiona

18、l collaborationCapture the unique processes of each org unitEstablish clear ownership and accountabilityEnable standardization across similar processesAlign with key operational dataA comprehensive Process Taxonomy,or Process Inventory,is essential to comprehensively capture all processes that your

19、organization performs.12Constructing the Process InventoryThe interview approach Must be constructed via:Top-down Interviews:Start with leadership to establish context,then move into detailed discussions.What do you do?Convert into verb+noun process namesStructure in an org aligned taxonomyBottom-up

20、 Attestations:Stakeholders must formally attest to the completeness and accuracy of the process representation.AI and automated techniques can assist in capturing your Process Inventory,but to ensure full coverage and accuracy,a structured interview approach is essential for stakeholder validation.1

21、3Establish a Unified Model of Your OrganizationTo drive System Thinking and Alignment A Unified Model of Your Organization is Needed.Multiple model types are needed to cover different aspects of your organization,but they need to connect in a coherent way.Enable strategic decisions made by senior le

22、adership to be traced directly to practitioners on the ground level.Enhance cross-functional collaboration by providing a shared understanding of processes and their interdependencies.Position the integration of AI into operational analysis through Digital Twins.One Unified Model of Your Organizatio

23、n14Widget BusinessManage SalesManage Sales OperationsCreate Sales ReportOnboard SalesforceCreate Sales MaterialSupport Sales SoftwareBusiness DevelopmentIdentify ProspectsConduct Sales CallNegotiate Contract TermsClose ContractManage ProductsConduct Product ResearchGenerate Metrics ReportConduct Cus

24、tomer InterviewsSummarize OpportunitiesProduct DesignManage Improvement BacklogCreate product designPlan enhancementsTest and ValidatePerform Post Launch ReviewManage Customer ServiceManage Call CentersAddress Customer QuestionsSupport Transaction ProcessingTriage Customer IssuesComplaints HandlingP

25、erform Initial Complaint TriageResearch Complaint Create and Propose ResolutionTest and ValidateConduct close out discussionWidget BusinessManage SalesManage Sales OperationsCreate Sales ReportOnboard SalesforceCreate Sales MaterialSupport Sales SoftwareBusiness DevelopmentIdentify ProspectsConduct

26、Sales CallNegotiate Contract TermsClose ContractManage ProductsConduct Product ResearchGenerate Metrics ReportConduct Customer InterviewsSummarize OpportunitiesProduct DesignManage Improvement BacklogCreate product designPlan enhancementsTest and ValidatePerform Post Launch ReviewManage Customer Ser

27、viceManage Call CentersAddress Customer QuestionsSupport Transaction ProcessingTriage Customer IssuesComplaints HandlingPerform Initial Complaint TriageResearch Complaint Create and Propose ResolutionTest and ValidateConduct close out discussionCrea te S ales Materia lSuppo rt Sales Softw areCrea te

28、 S ales Materia lSuppo rt Sales Softw areCrea te S ales Materia lSuppo rt Sales Softw areCrea te S ales Materia lSuppo rt Sales Softw areCustomerServicingOperationsRisk MgmtCredit RequestedReview RequestxCalculate TermsPrepare ContractSend QuoteStandard Terms Apply?Prepare Special TermsYesNoxAssess

29、RiskCredit RequestedCredit RequestTerms PrepRisk CalculatorCredit RequestCredit RequestCredit RequestControl ID 13579Credit ApplicationCustomerServicingOperationsRisk MgmtCredit RequestedReview RequestxCalculate TermsPrepare ContractSend QuoteStandard Terms Apply?Prepare Special TermsYesNoxAssess Ri

30、skCredit RequestedCredit RequestTerms PrepRisk CalculatorCredit RequestCredit RequestCredit RequestControl ID 13579Credit ApplicationValue StreamsProcess InventoryProcess ModelsBusiness StrategyDigitizing Organizational KnowledgeTo deliver on the promise of this framework data from numerous sources

31、need to be aligned to the common language of process.Migrate key data from authoritative operational repositories to create libraries within the Business Process Analysis ToolLeverage the libraries to perform association to the Process Inventory Taxonomy or the process models.Data Integration is Key

32、 to Harnessing Organizational Knowledge Business Process Analysis ToolActor LibraryRisk LibraryControl LibrarySystem LibraryData Definition LibraryVendor LibraryOrg Hierarchies Product DefinitionSystem IDData EntitiesAttributesRisks ControlsVendor IDProcess InventoryProcess ModelsBusiness Process An

33、alysis Tool15Process Inventory DecompositionLending OperationsLoan OriginationsUnderwritingPerform Credit AnalysisBusiness UnitDepartmentProcess AreaProcessCustomerServicingOperationsRisk MgmtCredit RequestedReview RequestxCalculate TermsPrepare ContractSend QuoteStandard Terms Apply?Prepare Special

34、 TermsYesNoxAssess RiskCredit RequestedCredit RequestTerms PrepRisk CalculatorCredit RequestCredit RequestCredit RequestControl ID 13579Credit ApplicationProcess ModelSample Process InformationProcess OwnerJohn DoeRegulatory RiskRegulatory Obligations EEOC Reg B,Evaluate creditworthiness without dis

35、crimination based on protected classes Control Implement standardized credit evaluation processTechnologyPlatform Loan Origination SystemKey MetricsApplication to Approval Time(Cycle Time)Approval RateError RateMember Satisfaction ScoreOpportunitiesProvide digital first experience for seamless exper

36、ienceIncrease automation to lower cost and increase qualityProcess MetadataProcess OwnerTechnologyProceduresRisk/ControlsMoreProducts16Process Center of ExcellenceBuild a Process(COE)to Maintain Process AssetsThe environment is under constant change,a Process COE is needed to create and maintain Pro

37、cess Assets.Modelers:Required to build the Process Inventory taxonomy,process models,and perform data associations.Demand Management:Ensures that resources are focused on the highest priority areas.Process Standards:Needed to ensure clarity in how models are constructed so they deliver on their purp

38、ose and can be broadly leveraged.Governance:Critical to validate that process assets maintain accuracy and that stakeholders can trust this information.Platform and Data Management:Necessary to manage critical data assets and validate that the platform meets stakeholders needs.COE LeadershipModelers

39、Demand ManagementMaintain Process StandardsGovern Process AssetsManage Platform and Data17Process Capability PlaybookTo power this approach at scale,a Process Capability is needed to create and maintain the completeness and accuracy of these models,ensuring they deliver on the organizations prioriti

40、es over the long term.WhyHowWhatDelivering Transformation ValueProcess Strategy Define the Vision,Value Proposition,and How Value will be DeliveredFrameworks and Standards Define the Models,Quality Standards,Documentation Methods and the IntegrationValue Case DefinitionDetail how models will add val

41、ue to the organization by changing Methods and Deliverables for Key Operating ProcessesPeople Operating ModelDefine Accountability and Ownership within the Process CoE and Across External Stakeholders to Drive Expected ValueToolingDetail Requirements for the Tool to Enable Successful Implementation1

42、234518How Process Drives ValueOne Framework to Deliver All Transformation EffortsThe Process Inventory Framework offers a comprehensive solution to address all transformation challenges through a unified process framework.Process InventoryStrategy to ImpactTransformOperational ExcellenceRisk Managem

43、entMap Strategy to ImpactsPlan Project PortfolioCreate Project ScopeTarget Operating ModelDevelop RequirementsCreate DesignsIdentify ControlsPerform Change ManagementPerform Project ManagementPost-Prod MonitoringTest ProcessesThe Change ProcessDefine Transformation StrategyCreate RoadmapManage the J

44、ourneyImprove ProcessesGovern Data EffectivelyManage Supply ChainOptimize Customer ExperienceOptimize CostReduce RiskImprove QualityEmployee EngagementIncrease AgilityDefine IT StrategyGovern Enterprise ArchManage Application PortfolioIntelligent Process AutomationDeliver Digital TwinsMicroservice D

45、esignEnterprise Architecture DesignGRC or Risk RepositoryHigh Quality Risk DataClear Risk Op Model1stLine of Defense2ndLine of Defense3rd Line of DefensePerform Risk AssessmentsFinancial RisksRegulatory ComplianceOperational RisksOps Resiliency Third Party Risk MgmtRisk Monitoring&ReportingSystem In

46、teraction DiagramProceduresTrainingJob AidsPeopleProcessTechnology3rdPartiesAssess Impacts(Heatmap)Digital TransformationCultural TransformationMergers&Acquisitionsand moreInternal Mgmt ReportingRegulatory ReportingESG Risk 20Strategic Planning Environment ScanThe Strategic Planning process typicall

47、y starts with an environment analysis,both internally and externally.21Internal EnvironmentStrengths:Identify the Capabilities and Resources that give your organization a competitive advantage.Weaknesses:Assess internal challenges or areas for improvement that could hinder performance.External Envir

48、onmentOpportunities:Explore external factors or trends that your organization can leverage for growth.Threats:Evaluate external risks or challenges that could negatively impact your organization.Strategic Planning Heatmap EnablerA Strategic Heat Map is a visual tool used to represent the performance

49、 and priority of various organizational componentssuch as processes,capabilities,or initiativesin relation to an organizations strategic objectives.22SWOTStrengthsWeaknesses WeaknessesThreatsProcess Align Heatmaps Enables:Closing the Strategy to Execution GapCompleteness of ConsiderationPerformance

50、AssessmentPrioritization of OpportunitiesEfficiency in the Change ProcessYour OrganizationBusiness Unit 1Business Unit 2In ScopeRequirementsCurrent State Process ModelFuture State Process ModelRisksControlsDesignsTest Scriptsq Assess Change Impactsq Proceduresq Job Aidsq Trainingq CommunicationPlans

51、Organizational Change ManagementProcessesBy adopting the Process Inventory framework,organizations can transform their change management process into a well-orchestrated,efficient operation,with clear communication,defined responsibilities,and a structured approach to change.Key StakeholdersProduct

52、ManagersProcess OwnersProduct ManagersProcess OwnersITProcess OwnersRisk StakeholdersITProduct ManagersProcess OwnersTesting TeamProduct ManagersProcess OwnersChange ManagersProduct ManagersProcess Owners23IT Design-Connection Between Process SystemMany IT organizations have inadequate documentation

53、 on their systems and the interactions between systems that support business process activities or serve other purposes.Process provides a connection between what a business user performs and the underlying interactions of the IT systems that support it!Low level process activities can trigger syste

54、ms interactionsSystems may interact with many other systems to deliver on that actionTransparency into the API and the business logic is key to root cause analysisThis is key to Event Driven design and understanding data lineageChallenges in Risk Management Programs25Data Quality Issues74%of respond

55、ents found maintaining reliable data for nonfinancial risk challengingRisk Operating Model Confusion50%faced difficulties in defining roles and responsibilities between the first line and the second lineQuality of Management Reporting84%of CEOs are concerned about the quality of the data theyre basi

56、ng decisions onSubjective Risk AssessmentMany risk assessments are based off a Risk Matrix which scores Likelihood and Impact.This is often based on subjective opinion and lacks empirical data.GRC or Risk Repository Data ModelRisk Operating ModelStrengthening Risk&Management26Business Managing risk

57、within the context of the businessISO 31000 defines risk as the effect of uncertainty on objectivesObjectives are embedded in what you do,which translates to business processesThis enables alignment from strategy to execution,supporting cross-functional integration and achieving objectivesIntegrated

58、 Creating a holistic enterprise view of:Risk and Resiliency ManagementCompliance and regulatory obligationsPolicies,Procedures,and trainingInternal ControlsThird party governanceAnd moreBusiness Integrated Risk Management is a holistic approach to managing risk that aligns risk management processes

59、with an organizations overall business strategy and operations.AI-Enabled Operational Excellence through Digital TwinsDigital Twin of an Organization(DTO)A dynamic,virtual representation of an organizations processes,assets,people,systems,and data.Powered by AI and real-time data,a DTO continuously

60、mirrors the organizations state,enabling simulations,optimization,and data-driven decision-making.The Digital Twin market is projected to reach$183 billion by 2031,at a CAGR of 41.6%during the forecast period 20232030.-GartnerModel Your OrganizationCreate a model of your organization which captures

61、key operational details.Digital Twin AI EngineLoad this model into an AI-backed Digital Twin Platform.Capture Operational DataDigital Twin can capture real-time and other operational data for analysis.DTOData Driven Decision MakingPredictive AnalyticsSimulationsReal-Time MonitoringKey Digital Twin C

62、apabilities27AI Agents-Transforming How Organizations OperateAI Agents can fundamentally revolutionize how organization operates,but only if they have deep intelligence into your organizations processes.28A user enters a voice prompt into their phone,describing new functionality for a system.AI agen

63、ts perform impact analysis,generate new code,and automate deployment,testing,and documentation creation.This slashes significant costs and time from expensive system changes,enabling unprecedented levels of agility.Questions?Email:MichaelSchankProcessInventoryAWebsite:ProcessILinkedIn:Michael Schank29