http://www.bp-3.com/blogs/2009/01/witnessing-major-process-failure-in-action/ A Blog about Enterprise BPM and Business Process Improvement by the folks at BP3 Sun, 12 Feb 2012 05:30:00 +0000 hourly 1 http://wordpress.org/?v=3.3.1 http://www.bp-3.com/blogs/2009/01/witnessing-major-process-failure-in-action/comment-page-1/#comment-69 Lance Gibbs Wed, 28 Jan 2009 17:38:32 +0000 http://www.bp-3.com/blogs/?p=411#comment-69 BUT, we can't give up. We just need to keep spreading the message and delivering the best solutions out there...always hoping the penny will finally drop for many of these companies and groups. BUT, we can’t give up. We just need to keep spreading the message and delivering the best solutions out there…always hoping the penny will finally drop for many of these companies and groups.

]]> http://www.bp-3.com/blogs/2009/01/witnessing-major-process-failure-in-action/comment-page-1/#comment-4567 Lance Gibbs Wed, 28 Jan 2009 17:38:00 +0000 http://www.bp-3.com/blogs/?p=411#comment-4567 BUT, we can't give up. We just need to keep spreading the message and delivering the best solutions out there...always hoping the penny will finally drop for many of these companies and groups. BUT, we can’t give up. We just need to keep spreading the message and delivering the best solutions out there…always hoping the penny will finally drop for many of these companies and groups.

]]> http://www.bp-3.com/blogs/2009/01/witnessing-major-process-failure-in-action/comment-page-1/#comment-68 Lance Gibbs Wed, 28 Jan 2009 17:36:26 +0000 http://www.bp-3.com/blogs/?p=411#comment-68 Your absolutely right Neil about culture. Question is, is it possible to fix things at a lower level without changing the culture. In my experience, absolutely, but can those "fixes" be sustained without changing the culture, no. Culture inevitably has to come along, problem is its like evolution...slow, painfully so much of the time. You just have to keep getting wins where you can and hope it comes along at the executive level. Logic makes people think (yes, we should invest in our customer) but emotion makes them act. In my view to get culture change to happen rapidly requires an event, something profound, "shock and awe" type of stuff. Unfortunately, those "events" are few and far between and are rarely positive ones...my two cents. Your absolutely right Neil about culture. Question is, is it possible to fix things at a lower level without changing the culture. In my experience, absolutely, but can those “fixes” be sustained without changing the culture, no. Culture inevitably has to come along, problem is its like evolution…slow, painfully so much of the time. You just have to keep getting wins where you can and hope it comes along at the executive level. Logic makes people think (yes, we should invest in our customer) but emotion makes them act. In my view to get culture change to happen rapidly requires an event, something profound, “shock and awe” type of stuff. Unfortunately, those “events” are few and far between and are rarely positive ones…my two cents.

]]> http://www.bp-3.com/blogs/2009/01/witnessing-major-process-failure-in-action/comment-page-1/#comment-4566 Lance Gibbs Wed, 28 Jan 2009 17:36:00 +0000 http://www.bp-3.com/blogs/?p=411#comment-4566 Your absolutely right Neil about culture. Question is, is it possible to fix things at a lower level without changing the culture. In my experience, absolutely, but can those "fixes" be sustained without changing the culture, no. Culture inevitably has to come along, problem is its like evolution...slow, painfully so much of the time. You just have to keep getting wins where you can and hope it comes along at the executive level. Logic makes people think (yes, we should invest in our customer) but emotion makes them act. In my view to get culture change to happen rapidly requires an event, something profound, "shock and awe" type of stuff. Unfortunately, those "events" are few and far between and are rarely positive ones...my two cents. Your absolutely right Neil about culture. Question is, is it possible to fix things at a lower level without changing the culture. In my experience, absolutely, but can those “fixes” be sustained without changing the culture, no. Culture inevitably has to come along, problem is its like evolution…slow, painfully so much of the time. You just have to keep getting wins where you can and hope it comes along at the executive level. Logic makes people think (yes, we should invest in our customer) but emotion makes them act. In my view to get culture change to happen rapidly requires an event, something profound, “shock and awe” type of stuff. Unfortunately, those “events” are few and far between and are rarely positive ones…my two cents.

]]> http://www.bp-3.com/blogs/2009/01/witnessing-major-process-failure-in-action/comment-page-1/#comment-67 Neil Ward-Dutton Wed, 28 Jan 2009 10:47:29 +0000 http://www.bp-3.com/blogs/?p=411#comment-67 If I understand you right, Lance, then another way of looking at this problem is to think about the distinction between focusing on delivering a product, and focusing on delivering a service. What these companies seem to have done is to try to optimise around delivering a (one-off) product transaction, rather than seeing what most customers want, which is ongoing delivery of service across multiple transactions and interactions, over a considerable amount of time. This is a mistake that many many organisations make, and not only externally; it's also a problem that internal IT shops often have when dealing with their own "customers". We're all in this to deliver service; the question is whether we know it or not. Of course the failure to figure out the "big picture" of the service proposition is something that would have come from top-down culture... is it possible to fix the process and service delivery pieces in the middle and lower layers of such an organisation without addressing the kind of culture that will drive this kind of behaviour and narrow targets? If I understand you right, Lance, then another way of looking at this problem is to think about the distinction between focusing on delivering a product, and focusing on delivering a service. What these companies seem to have done is to try to optimise around delivering a (one-off) product transaction, rather than seeing what most customers want, which is ongoing delivery of service across multiple transactions and interactions, over a considerable amount of time.
This is a mistake that many many organisations make, and not only externally; it’s also a problem that internal IT shops often have when dealing with their own “customers”. We’re all in this to deliver service; the question is whether we know it or not.
Of course the failure to figure out the “big picture” of the service proposition is something that would have come from top-down culture… is it possible to fix the process and service delivery pieces in the middle and lower layers of such an organisation without addressing the kind of culture that will drive this kind of behaviour and narrow targets?

]]> http://www.bp-3.com/blogs/2009/01/witnessing-major-process-failure-in-action/comment-page-1/#comment-4565 Neil Ward-Dutton Wed, 28 Jan 2009 10:47:00 +0000 http://www.bp-3.com/blogs/?p=411#comment-4565 If I understand you right, Lance, then another way of looking at this problem is to think about the distinction between focusing on delivering a product, and focusing on delivering a service. What these companies seem to have done is to try to optimise around delivering a (one-off) product transaction, rather than seeing what most customers want, which is ongoing delivery of service across multiple transactions and interactions, over a considerable amount of time. This is a mistake that many many organisations make, and not only externally; it's also a problem that internal IT shops often have when dealing with their own "customers". We're all in this to deliver service; the question is whether we know it or not. Of course the failure to figure out the "big picture" of the service proposition is something that would have come from top-down culture... is it possible to fix the process and service delivery pieces in the middle and lower layers of such an organisation without addressing the kind of culture that will drive this kind of behaviour and narrow targets? If I understand you right, Lance, then another way of looking at this problem is to think about the distinction between focusing on delivering a product, and focusing on delivering a service. What these companies seem to have done is to try to optimise around delivering a (one-off) product transaction, rather than seeing what most customers want, which is ongoing delivery of service across multiple transactions and interactions, over a considerable amount of time.
This is a mistake that many many organisations make, and not only externally; it’s also a problem that internal IT shops often have when dealing with their own “customers”. We’re all in this to deliver service; the question is whether we know it or not.
Of course the failure to figure out the “big picture” of the service proposition is something that would have come from top-down culture… is it possible to fix the process and service delivery pieces in the middle and lower layers of such an organisation without addressing the kind of culture that will drive this kind of behaviour and narrow targets?

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