Business Process Improvement

Practice business processes are at the heart of all companies. There are invariably abundant opportunities for process improvement, but other priorities and initiatives prevail, resources are limited, and consensus is tough. Consequently, even with the best of intent, little meaningful progress is made.

TPP offers three services that are targeted to specific company's needs and time horizon, depending on its capacity to drive a Business Process Improvement (BPI) program.

Business Process Improvement services offerings include:

For further information
Contact Practice Leader

Peter Hay

BPI 'Refresh' - Short Term Return

Typically, the review of business processes only happens when major systems are implemented, e.g. ERP, CRM, SFA etc. Consequently, processes tend to be limited to a 'point in time\", reflect the 'old' process replicated in the new system, and 'fit' in with whichever system solution was implemented.

Periodically, and certainly 6 to 18 months after a major system implementation, a focused 'time-boxed' effort to improve business processes can yield significant benefits that were lost in the disruption of the initial implementation.

Based on the principle of 'let the data lead you\", TPP's approach to developing a BPI effort is to work with subject matter experts to:

Map current key processes
Identify 'pain points' defined as inefficient, time consuming and/or a major cause of customer dissatisfaction
rainstorm and prioritized short term solutions that are essentially non-technology dependent to develop a BPI action plan

Anchor 1

Anchor 2

BPI Change Request Prioritization - Medium Term Impact

Requests from users for enhancements and modifications (Change Requests) frequently overwhelm IT organizations who are trying to focus on delivering the next 'big' project. IT is not able to prioritize the demand and the user community is familiar with and therefore only interested in its own requests.

TPP uses an analytically based approach to define the value and implementation effort for the current portfolio of Change Requests in order to enable a prioritization:

Develop and apply a set of 'rules' to determine the current inventory of CR's
Conduct an assessment of business value and implementation effort
Prioritize the CR portfolio with the appropriate sponsors and stakeholders.

Anchor 3

BPI 'Form & Fit' - Longer Term M&A

Acquiring companies and merging operations and systems is done frequently but there are inevitably surprises that delay onboarding and drive up cost. Every business has some unique characteristics that manifest through business process and reporting. Identifying these process anomalies as early as possible, and the consequent systems implications, is key to successful integration. Due diligence does not typically get to the process level and therefore the uniqueness may well not be revealed.

TPP will conduct a 'Form & Fit' workshop(s) with SME's from both the target and receiving organizations to:

Demonstrate the way the current process and system function to the target company
Identify and prioritize the gaps
Assess the effort to close the gaps and facilitate prioritization by the appropriate executive sponsors