business process improvement - a strategic and supply chain perspective
Post on 17-Oct-2014
296 views
DESCRIPTION
A short session I conducted at IIM Bangalore on sharing my experience on the what, how and why of business process improvement in strategy and supply chain. Credit for the concepts (and charts) go to my time spent at Booz & Company in Europe doing most of this work.TRANSCRIPT
BPI in Supply ChainA view from the field
Amit Kapoor
Write down the first three words that come to you mind
when you hear the word Strategy
SystemStoryDesignSubtletySceneGimmick
LearningAdaptQuickRespondCulture
ActionSetupProcedurePolicyTacticsProcess
ExcellenceExecutionOperationalQualityPeople
FocusProgramPresentCoreHarvest
CompetenceCapabilitiesCentralManeuvering
ApproachBlueprintMethodPlanPlanningStrategic
CompetitiveIndustryExploitHigh GroundProfitCost
Identity | Advantage
Advantage is Transient“Now, here, you see, it takes all the
running you can do, to keep in the same place” said the Red Queen
- Lewis Caroll, Alice in Wonderland
Identity is Slow to Change
"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in
its success, than to take the lead in the introduction of a new order of things."
— Niccolo Machiavelli, The Prince
Identity is your Strength
The innate qualities of an organization that distinguish it from all others — its
operational processes, culture, relationships, and distinctive capabilities
— are built up gradually, decision by decision, and continually reinforced
through organizational practices and conversations.
- Art Kleiner, The Right to Win
Identity - Advantage
Supply Chain
"A supply chain is a goal-oriented network of processes and stockpoints used to deliver
goods and services to customers."
“Cost, Quality, Speed, Service and Flexibility are the dimensions on which manufacturing and
service enterprise compete”
— Wallace Hopp, Supply Chain Science
SC CharacteristicsPurpose -- there is an ambition to the organisation, beyond
traditional business objectives, that motivates the pursuit of excellence
Direction -- explicit choices are made about the offerings and
markets served, the way value will be created through operations, and the approach that will be differentiated and break traditional constraints
Responsiveness -- the organisation maintains awareness in
the operating environment -- including customer needs, competitive threats, supply conditions -- and resets its direction accordingly at pace
Coherence -- the various elements of the company’s business
model -- such as the commercial, operations, and people strategies -- are complementary and mutually supporting
SC Characteristics
Empowerment & Trust -- the full extent of a business’s
human assets are aimed and engaged in driving performance and trusting each other to deliver
Learning -- the key components necessary for a learning
organisation are in place: curiosity, humility, experimentation, and communication
Execution -- once a decision is made, the organisation can
execute effectively, quickly. Decision rights, information flows, incentives, and responsibilities are clear, consistent, and understood
Exemplar
BPI in SC: Conceptual
Thinking about BPI
Four Key Questions
What we do? | InherentHow do we do it? | Structural
How well do we do it? | SystemicHow well do we apply it? | Realized
Value Drivers in SC
How many Trucks?
Careful on an Oil Rig
Don’t mess with the Falcon
Sweet Success of
Process
Build Capabilities
Towards a Learning Org
Culture eats Strategy for Breakfast
Amit KapoorPartner, narrativeVIZ Consulting
Website: amitkaps.comEmail: [email protected]: @amitkaps