February 08, 2007
Engineering The Process-Centric Enterprise - Molson-Coors
It's hard to resist a session that combines a couple of my passions, Business Process Management and Beer, especially when I know that the folks at Molson-Coors know what they are doing (they won one of the 2007 BPE Verve Awards last night).
Here's a nice slide of the overall Business Architecture, showing Leadership (Strategy) processes at the top, Support processes (Finance, HR, IT) at the foundation level, and Core Business Processes right in the middle. Excellent!
Some notes...
Initial:
Design Methods, Trained consultants and process stewards
Third Wave:
Change Initiatives Department (Process, Change, and PM)
BPM Governance Business architects
Investment in strategic BPM roadmap
BPM - Embraced as a complimentary discipline to how organizations run the business.
Governance:
Value Chains explicitly linked to strategic objectives.
KPIs tied to Value Chains
Councils analyze value chain performance
Clearly defined roles and responsibilities for process ownership / controller accountabilities within the business assigned as part of people / HR processes.
Leadership:
Communicating value proposition of Process throughout the organization.
Most talented people embracing this.
Reward performance against process metrics.
Expertise:
An explicitly defined career path evident for BPM professional.
BPM training.
BPM methodology documented and published and meanaged by a central governance group.
Culture
Enterprise process model as framework for measurement and decision making.
Processes explicitly designed.
Measure linked to corporate initiatives linked to process.
P6: Council Coors is involved in to help in BPM.
Process Architecture:
Lead Strategic planning
Core Business Processes (picture): Innovate, Grow, Deliver. With stoplights even at this high level.
o Grow tied to Global Marketing and Sales Information Systems project.
o Other projects tied to these value chain / core processes
Start education with those that are leaders for these projects, not at the bottom.
Support Fin, HR, IT
o WINS: a project tied to the Support area (Finance, HR, IT)
o Value chain developed for core process areas and include KPIs and Strategic Objective linkage.
Culture: you have to drive people to use the processes. Corporate operational philosophy.
What are some of the metrics that are used to measure this change initiative department?
o Portfolio ROI 328%.
o Adherence to forecast and schedules.
o VO: Seems very program management oriented, and didnt get a really good answer on more BPM-related metrics.