Applying the

8 Omega Business Change

Framework

Section 5
2007 Business Process Transformations Limited & Mark McGregor All Rights Reserved

Process Management Framework

Stage 5 - Implement

Stage 4 - Integrate

Stage 6 - Manage

tm

Stage 3 - Design

Stage 7 - Control

Stage 2 - Analyse

Stage 1 - Discover

Stage 8 - Improve

Omega

2007 Business Process Transformations Limited All Rights Reserv

Delivering BPT - Discipline and Co-ordination

ANALYSE
DESIGN
DISCOVER
INTEGRATE

IMPROVE

IMPLEMENT

CONTROL
1

MANAGE

Omega

2007 Business Process Transformations Limited All Rights Reserv

Strategy

People

Process

Technology

Omega

2007 Business Process Transformations Limited All Rights Reserv

Improve

Process

Manage

Integrate

Design

Analyse

Discover

Implement

Transformers

Strategy

People

Control

Operational Process Managers

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Improve

Control

4 x 8 = 32 Action / Information Nodes

Process

Manage

Integrate

Design

Analyse

Discover

People

Implement

action nodes

Strategy

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

- Historically, one of the greatest deficiencies of other approaches to business change has
been the failure to place the whole initiative in a truly strategic context
- The focus on Strategy signals the significance of the operational and organisational
implications that process-centric change can have for the organisation
- A vision of the end game, clarity of direction, not only a clear business strategy but also a
strategy for ongoing change itself are essential; execution is a major project in its own
right
- Strategy is defined for all throughout the organisation by setting targets and objectives
that emphasise their roles and outcomes but in balance with available time, resources and
ongoing commitments
Strategy

- A clear strategic remit is what sets winners apart from losers; it embodies and
communicates the guiding principles behind why we do what we do in re-organising around,
and implementing, customer-centric business processes
- If our change projects are not related back to the agreed strategy then they will not be
delivering true business value
- Continuing reference back to strategic guidance helps ensure the effective use of
resources, focus on process principles and overcomes the inertia of the functional silos that
we seek to transform
- Whether we deliver on the strategy has to be the ultimate measure of our success

Omega

2007 Business Process Transformations Limited All Rights Reserv

- Conventional frameworks for change pay very little attention, if any, to the people issues
in change; their neglect has fundamentally flawed the majority of strategic initiatives
- People are the unique resource all else can be purchased in the open market; the
effectiveness and efficiency of the people in the way in which they deliver well designed,
customer-focused processes is the BIG differentiator in the marketplace
- BPT seeks engagement with, and ownership of, not only the results but also the process of
change itself by all the people in the organisation and processes under review
- Organisations are more likely to succeed by focusing on People, Processes and Strategy
than the traditional obsession with Processes and Technology

People

- The commitment of the people to the process of change, not just the end results, is vital
if the transition to genuine process-centricity is to be achieved
- The vast majority of people are innately conservative and the negativism of workplace
folklore concerning change informs attitudes, opinions and beliefs
- A key component in the business change strategy is working towards making change
the culture
- This is a progression in which peoples ownership of/ full involvement in the processes of
change helps move the whole organisation into ways of thinking and working through
business transformation such that the final Improve stage is sustainable.

Omega

2007 Business Process Transformations Limited All Rights Reserv

-The core concept of business transformation is that customer-centric processes are the
motivation for, the heart of and the delivery system of the organisation
- Processes should be designed to create VALUE, ultimately to the customer but also to the
other stakeholders such as staff, management, shareholders, the public, depending on context
- The core processes create the tradable/ consumable value, the other processes support,
enable or manage the value-creation activity
- Change is a progression and process-centricity is a target realistically achieved in stages
- Functionally-focused reviews may be the start point but value chain driven, enterprise wide
business processes are the end game; be consistent throughout, scale up progressively

Process

- Failure to understand the structure of an organisations processes means that non-value

adding activities and costs reduce competitiveness, profitability and survivability in a
market driven economy
- At the same time an obsession with the As-Is of current processes can deter
innovative thinking: in the design of high value-adding processes it is often best to start
when you want to be (the To-Be) rather than where we are (the As-Is)
tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

- For many years the term BPM was synonymous with Technology, vendors described their
products as BPM systems and largely neglected the other 3 elements of 8 Omega
- Value creating business processes are systems (a mechanism for transforming inputs into
value-added outputs) in their own right
- Systems are technology-agnostic but technologies are massive enablers of many processes
that are created; in that respect Technology is an important value creator, when that value
has been identified, defined and justified
- The technology must be designed serve the business requirements and objectives; the
business must fulfil the obligation to define these to shape the IT requirements definition
process, not leave a vacuum into which IT alone are left to shine a light

Technology

-The smart application of technology is often seen as a differentiator in the marketplace;

often exaggerated, in reality the client is more impressed by results, not means
- An organisations technology normally extends well beyond core computer systems plant,
machinery, their control systems, communication networks
- All should be considered as an integrated (or disintegrated!) delivery mechanism, the
components of which interact with, and are linked by, the processes which collectively go to
make up the business system

Omega

2007 Business Process Transformations Limited All Rights Reserv

The essential starting point for

any process project and the
stage most often neglected.
Facts, not preconceived notions
and subjective opinions, have to
be unearthed and agreed.

Discover

Precipitated, premature analysis

of inaccurate and incomplete
facts is the bogey of all projects
process reviews are no
exception.
Discovery in respect of the
business strategy can reveal
major shortcomings which can
require significant
acknowledgement and effort to
resolve

- Audit current skills

- Determine process roles
- Map functional activities to customer
outcomes
- Understand current process capability
- Identify process dependencies
- Map current process metrics
- Audit current systems
- Capture systems development plans

Across the whole range of issues

(strategy, people, processes and
technology) those involved
should work towards the 1st Point
of Consensus.

- Identify current and future business

strategy
- Extent and effectiveness of strategy
communication
- Determine key decision makers
- Establish whether there is a strategy for
change which has process-centricity at its
centre
- Identify strategic planning process

Omega

2007 Business Process Transformations Limited All Rights Reserv

Once the discovery stage is fully

explored and all stakeholders
have agreed issues and objectives
(1st Point of Consensus) the full
analysis process can begin.

- Undertake strategic analysis of best

practice process performance
- Identify critical skill sets for improving
process performance
- Establish competence framework
- Size the effort to move to (a) awareness,
(b) critical mass (c) fully process centric
working

The discipline of analysis means

focus on the issues and precludes
premature evaluation, quick fixes
and functional obsession.

Analyse

- Audit the current processes

- Undertake analysis of process failings
- Quantify tactical opportunities for
interim change
- Complete current state BPM Maturities
analysis
- Develop an understanding of the
opportunities for change

Good quality discovery will gather

the right data, create sufficient
information and enable the
required analysis enough, and no
more than is needed.

- Assess systems alignment with business

process objectives
- Analyse system development priorities to
align with business process objective
- Identify Business Process Management
Systems

Omega

2007 Business Process Transformations Limited All Rights Reserv

The business requirements definition

completed at the end of the Analysis
stage forms the backdrop against which
new process configurations are
designed, trialled and tested

- Confirm the hard-wired strategic view of process

as identified in the agreed business requirements.
- Ensure design incorporates the ability to deliver
key performance measures aligned to the strategy
- Ensure core processes are aligned to successful
customer outcomes
- Create strategic process model

The quick-wins that are revealed in

Analysis are refined and implemented.
These provide a return to management
even though many are subsumed by the
later more strategic process designs.

- Define process competencies against requirements,

targets and objectives
- Identify new skills/ competence requirements
- Define necessary realignment of motivational
activity and personal/ team reward systems

Design

The emphasis is on identifying multiple

solutions. Some may be considered
extreme, all must observe the defined
business requirements and to be
considered for selection, fully
Validated.
Testing for validity and viability of
credible options has to be completed
before the final acceptance decision
(the Third Point of Consensus) can be
made. The selected option moves
forward for integration.

- Create and refine process model

- Check that strategic and process models are
aligned
- Ensure process outcomes are designed to deliver
successful customer outcomes
- Agree process configuration with executive
sponsor and rest of the team
- Select BPMS required for tactical and operational
deployments of process change
- Simulate process activities within current and
projected BPMS
- Identify and cost systems development effort
needed to optimise process delivery

The technical best is not always the

most suitable in the given
circumstances fundamental redesign
may be necessary to achieve viability
prior to active integration, followed by
implementation

Omega

2007 Business Process Transformations Limited All Rights Reserv

- Confirm that process outcomes conform with

strategic process model requirements and integrate
with other redesigned process components
- Ensure that implications of the strategic business
process model have been fully communicated and
the benefits/ advantages
- Simulate strategic rollout and confirm through
executive reviews

Organisations invariably
underestimate the work involved
in preparing to implement change
into an operational environment Integration activity is designed to
ensure that the Implementation
stage is as problem free as
possible.

Integrate

The business has to remain

operational while the new
processes are refined, trialled
and tested. This has big
implications for resources
systems capacity, physical
resources, skills and competence
development among staff

- Define operational process team structures

- Firmly establish BPM Awareness and Education
programme
- Confirm and rollout people skills development
programme including process knowledge
- Align process management competencies and
controls with team and individual reward systems
- Define process roles and appoint key process
people
- Confirm and size strategic process model
- Test and agree process control system and
reporting mechanisms
- Dovetail process change across main functions and
activities
-Design and refine process integration programme

Business controls (measures,

metrics) have to be validated in
the context of the new process
and the required customer
outcomes

- Optimise process roll-out through current

systems
- Populate Strategic process model
- Migrate legacy systems into BPMS environment

Omega

2007 Business Process Transformations Limited All Rights Reserv

I
Consensus on business
requirements having been reached
by the stakeholders, and reflected
in the agreed process design, the
new process solution(s) can be
progressively implemented.

Operational process management

should be in place and part of the
implementation team

- Monitor delivery against required outcomes

- Communicate improved process flow and
operating guidelines
- Conduct training on improved processes

Implement

The effectiveness of previous

communication and the true level
of ownership and commitment are
tested in the fire of actual change.

- Deploy strategic process model

- Follow through with BPM Awareness and

Education programme
- Focus training around process team objectives
and priorities
- Manage process integration program
- Roll-out process controls
- The skills needed to overcome inertia
- Deploy BPMS

The implementation project will

have its own set of targets and
controls, totally separate from
those embedded by design in the
operational processes themselves

- Refine current systems to achieve process

objectives customer outcomes
- Manage roll-out and cyclically reassess
integration / implementation approach through
BPM audit and feedback

Omega

2007 Business Process Transformations Limited All Rights Reserv

The transformers (the business

change professionals) give way to the
operational process managers as the
new processes are integrated and
implemented

Manage

With the functional silos gone the

delivery of the process outcomes to
satisfy client requirements and
expectations is the focus and driver
of all management activity
The end-to-end process is delivered
by self-managing teams
(autonomous/ semi autonomous)
created and trained to deliver
consistently high quality through
fluidity and continuity of approach

tm

At all levels (process managers,

teams and team members) the clear
definition of responsibility, authority
and accountability for the process
components and their outputs lies at
the core of the role definitions.

- Verify process performance and delivery as

being in line with Strategic Process Model
- Ensure operational effectiveness of
communication systems to inform corporate
management
- Refine information interpretation & decision
making
- Conduct recruitment, training and skills
enhancement
- Process teams and their performance
management systems
- Performance Development Programmes
- Culture Change / Maturity Development
- Manage/ review processes & process
improvement
- Highlighting and communicating non-compliance
(upwards, downwards, and sideways)
- Resolving issues to achieve compliance
- Relationships with support, enabling and other
service processes
- Generation, analysis, interpretation and use of
process metrics
- Manage relationships with IT functions and
activities
- Appraise IT cost and process effectiveness

Omega

2007 Business Process Transformations Limited All Rights Reserv

The analysis and design process

firstly exposes the current
functional measures and metrics,
determines the future
appropriate operational process
controls and designs them into
the then implemented business
structure.

- Review and Monitor Strategic Process

measures
- Provide feedback and action planning to
refine Strategy based around Process
Operations
- Review and maintain training & education
approaches

Controls should illuminate and

inform and those active in
delivering the process must be
trained to interpret and react
constructively to the information
as it becomes available

- Rollout & Maintain BPT Awareness &

Education program

Control

Controls are designed not just

for senior management but for
all those tasked with delivering
process components

- Manage Process Metrics

- Hold and continually improve process
performance gains

The Control activity serves not

just the current process but
reveals problems and
opportunities that are dealt with
in the subsequent Improvement
stage

- Processes operate within and are

supported by IS tools
- A complete BPTS has been deployed and is
maintained to agreed standards.

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Having established the processcentric culture its perpetuation is

dependant on the continuous
review and improvement of the
operational processes.

- Embrace all key strategic activity

- Align strategy to customer outcomes
- Evolve and refine strategic process model
- Broaden understanding and active involvement of
staff in process evolution

As customer outcomes evolve the

processes that deliver them are
subject to necessary review

Improve

- Deepen and develop process skills and

competence

Continuous improvement
approaches such as Kaizen can be
adopted and adapted to ensure
evolving process suitability

- Populate strategic process model

- Ensure scope of processes extends across the
value chain
- Monitor and reflect developing customer
expectations in evolving process structures

Process owners, managers and

operational staff are fully involved
with the assistance of the
business change professionals,
themselves part of the
organisations Centre for Process
Excellence.

- Ensure new IT systems are business-process

centric
- Keep refining current IT systems to deliver the
evolving strategic process model
- Continually evolve and incorporate tactical
process solutions

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Improve

Control

Manage

Design

Implement

Analyse

Discover

Integrate

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Compile current and future Strategic plans

Determine key decision makers
Identify Strategic Planning Process

People

Process

Discover

Strategy

Audit Current Skills

Determine Process Roles
Map functional activities to Customer Outcomes

Understand current process capability

Identify Process dependencies
Map current process metrics

Audit Current Systems

Capture Systems Development Plans

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Undertake Strategic Analysis of best practice process

performance

Strategy

Analyse

People

Identify Critical skill sets for improving process

performance
Establish Competence framework
Size the effort to move to (a) Awareness (b) critical mass
(c) fully process centric working

Process

Audit the current processes

Identify Root Cause Analysis
Quantify tactical opportunities available
Develop a Case for Change
Complete BPT Maturities Model
Assess Systems alignment with Process Objectives
Prioritize System Development to align with Process
Objectives
Identify Business Process Management Systems

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

d
a
Ro

he
t
it s
h
r
Establish 'hard wired' strategic view of processes
e
b
Strategy
b
Develop process systems design to incorporate key
u
R
performance measures aligned to strategy
he
t
Create Strategic Process Model
en
h
T
Develop people skills development program
Identify and refine Reward systems
Align customer outcomes to key business processes

Design

People

Process

Create/Refine Process Model

Establish a Strategic Process Model outline
Plan Process priorities aligned to Customer outcomes

Select BPTS for tactical and Operational deployments

of process change
Categorize Systems development effort to optimize
Process deployment

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Strategy

Align current and developing process

management competence system with
existing Rewards systems)
Migrate People management systems into
Strategic Process Model and Framework
Appoint Key Process people and roles

People

Dovetail process change across main

functions and activities
Determine and refine process integration
program

Process

Integrate

Redefine existing strategy into Strategic

Process Model
Undertake Organization wide
communications defining and emphasizing
process objectives

Migrate legacy systems into BPTS

environment
Optimize process roll-out through current
systems

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Deploy Strategic Process Model

Strategy

People

Process

Manage process integration program

Roll out process controls

Technology

Deploy BPTS
Refine current systems to achieve process
objectives (customer outcomes)
Manage Roll-out and reassess integration
approach through BPT Audit and feedback

Implement

Communicate improved process flow and

operating guidelines
Conduct training on improved processes
Establish BPT Awareness & Education
program
Establish Process Teams priorities

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Strategy

Verify process performance and delivery as being

in line with Strategic Process Model
Ensure operational effectiveness of
communication systems to inform corporate
management

People

Refine information interpretation & decision making

Conduct recruitment, training and skills enhancement
Process teams and their performance management
systems
Performance Development Programmes
Culture Change / Maturity Development

Process

Technology

Manage/ review processes & process improvement

Relationships with support, enabling and other
service processes
Generation, analysis, interpretation and use of
process metrics

Manage

Manage relationships with IT functions and

activities
Appraise IT cost and process effectiveness
Evaluate IT developments from business
perspective

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

People

Review and maintain training & education approaches

Rollout & Maintain BPT Awareness & Education
program

Process

Manage Process Metrics

Hold and continually improve process performance
gains

Control

Review and Monitor Strategic Process measures

Provide feedback and action planning to refine Strategy
based around Process Operations

Strategy

Processes operate within and are supported by IS tools

A complete BPTS has been deployed and is maintained
to agreed standards.

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

Strategy

Embrace all Key Strategic activity

Align Strategy to Customer Outcomes
Grow and refine Strategic Process Model

People

Broaden Process Understanding

Deepen Process Skills
Develop Process Competence

Populate Strategic Process Model

Extend Process Scope across Value Chain
Reinforce Customer proposition through process evolution

Process

Improve

Ensure new systems are process centric

Refine current systems to meet Strategic Process Model
Incorporate tactical process solutions

Technology

tm

Omega

2007 Business Process Transformations Limited All Rights Reserv

The

Strategy

Improve

Manage

Design

Control

Implement

Integrate

a
t
no

s
i
r k l o gy
o
w do
e
m ho
a
r
F Met
id
8
g
e
i
h
R
T
Analyse

Process

Enabler 1 - People and Politics in the Process

Discover

People

Technology

Enabler 2 - Communication & Presentation- Selling Process Change

tm

Framework
for Business
Process

Omega

2007 Business Process Transformations Limited All Rights Reserv

Users Experience
Users describe the 8 Omega framework as:
Focused on delivery and results
Easy to apply
Consistent and inclusive of existing approaches e.g. six
sigma
Applicable from the board room into the front line
Embracing of methodologies and technologies developed
in the last decade
An evolution in thinking and practice that allows
organisations to develop and internalize ongoing
performance improvement.
0

Omega

2007 Business Process Transformations Limited All Rights Reserv

Key Learning Points

Any Framework must tie process logic back to the
Corporate Strategy
Only Enterprise Business Processes Can Deliver the Big
Wins
In The Real World, People Take it Step By Step
Process thinking is easy, but Functional Behaviour is
Hard to Break
Within the framework, develop a methodology to suit
the needs of the organisation and making best use of
the available expertise.

Omega

2007 Business Process Transformations Limited All Rights Reserv