April 13, 2026

Is Business Process Management Necessary?

Is Business Process Management Necessary?
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Season 1

BPM is a disciplined approach to identify, design, execute, document, monitor, and improve business processes to achieve consistent and targeted outcomes. I am working as an Executive Management Advisor for many years, many clients, and assisted them to restructure their business and to develop or restructure Business Process Models (BPM). There are many typically used methods a Business Analyst may use when facilitating business transformations and they have all got fancy, if not scary names.

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WEBVTT

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This program is designed to provide general information with regards

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to the subject matters covered. This information is given with

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the understanding that neither the hosts, guests, sponsors or station

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are engaged in rendering any specific and personal medical, financial,

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legal counseling, professional service, or any advice. You should seek

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the services of competent professionals before applying or trying any

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suggested ideas.

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Hello, and thank you for tuning in to a Sharp

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Outlook on pay for HD radio and Talk or TV.

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I am Angela Sharp, Your host our arm chair discussions

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with industry experts will give you the steps, tools and

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information to be successful in business and to prepare you

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to be your best self. Hello, I'm Angela Sharp, and

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welcome to a Sharp Outlook. Today. I'm going to be

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talking about business process models, something that every organization needs

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to be aware of, and I want to take the

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time to give some deep explanation of what that is.

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I've been working as an executive management advisor for many

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years and many clients and assisted them to restructure their

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organization and to develop or restructure their business process module models.

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There are many typically used methods which are business analysts

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may use when facilitating business transformations, and they all got

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a lot of fancy names, some of them kind of

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scary too. Katwell c ATWOE. It stands for Customers, Actors, transformation, process, worldview, owner, environmental,

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regulatory constraints. Then we have most Most. It's a system

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that's looking at the mission, the objectives, the strategies, the tactics.

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We have most cow mos cow must have, should have,

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could have, would like to have? You know that statement

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should have would a good I think this is what

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is referring to. Then there's the pestle. If you go

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back to my previous podcasts, I've did a training on

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the pestle. Political, economic, sociological, technological, legal, an environment. These

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are all things that affect the business. And then there's

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also the model that's called SWAT SWOT. I've also done

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a training on SWAT, which is as they are the strengths, weaknesses, opportunities,

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and threats. Then we have the six thinking hats, a

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structured thinking technique created by Edward de Bono. It has

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the blue hat, which is talking about the process, white

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hat talking about gathering facts, green hat looking at creativity,

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the yellow hat what are the benefits, Red hat feelings

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and emotions and the black hat cautions. These are some

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important models. Then we have the six sigma. A lot

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of people talk about that, THEAIC defining the process, measuring, analyzing,

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improving and control, vpect values, policies, events, content, and trust.

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These are all kinds of business process models that are

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used to go in to assess what's going on in

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the organization. And all of these are impressive. Acronyms help

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to describe an individual approach that aim and however it

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remains the same. All of them are trying to find

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out how to better your organization and get you to

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the point where you are successful. You're receiving more profited

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your bottom line, and your processes are moving and everything's efficient.

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Business processing engineering, which is regarded to be the backbone

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and most important foundation of every well managed organization, regardless

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of the size or the way they operate. They all

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have these same things in common. The optimization process requires

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human intervention and skilled insightful ideally experienced professionals. We're moving

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now to what we call AI artificial intelligence, that is

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going in and doing a lot of analysis and going

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in and doing review, been coming up with solutions and conclusions.

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But as I mentioned, before. I work as a software engineer,

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and I also have a background in finance as a controller,

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a chief financial officer, director of finance, a VP of finance.

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I've been working a lot of years and I have

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seen a lot of things, and as a consultant now

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and an advisory to the executives of an organization, I

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see some things that I feel that I would like

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to go through this information because there should be expectations

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when you're having someone come in to look at this stuff,

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they should be able to give you solutions that actually

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work and interesting enough. Though, according to my experience, the

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perfect analyst should not be the specialist in the actual

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technical or scientific process, but part of a team. You

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need a full team to be able to get this

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process done correctly. I was once ax asked what I

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did know about food technology, and I said basics only.

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But I hope my counterpart, who is a professor with

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a PhD, would be the expert on our team, as

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I know nobody could handle this as well as he

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could because of his expertise. I am convinced that a

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consultant claiming to be an expert on the subject matter

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not only limits the project, it actually disturbs the project.

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A successful business analyst needs to be able to understand

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each organization, seeing the whole process and how with a

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neutral bird's eye view. You have to be able to

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know and see a lot of things that you may

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not have experienced as an analyst, so you have to

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bring in others or you use the professionals that are

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on site to be able to be helpful in it.

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It is helpful helpful to comprehend a business process as

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an ongoing living cycle, which pictures how work gets done.

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By identifying the particular sequence of work events across time

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and place, with the beginning and an end, and with

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clearly defined inputs and outputs, the analysts identify shortcomings and

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savings potentials, but critically reflecting on how business works. Typically

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typically goes hand in hand with the reorganization and can

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in my experience, achieved conservatively between ten percent and twenty

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percent savings without hurting anybody too much. So this is

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the ideal set up a willing, supportive client, a group

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of skilled business analysts together with internal process experts forming

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the project team. But despite perfect arrangements, why do business

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process management projects ever so often fail or at least

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do not achieve the expected result. That's a good question, Angela.

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We analyze problems, suggest solutions, accompany transformation, manage the change,

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and when it fails, we feel pointing the finger at

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the client, saying, oh, it's their internal politics, nepotism, ignorance,

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the good people left incompetence of implementing team resistances change.

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I don't want to play the whistleblower. Of course, I

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had similar projects. I had clients who only implemented the processes,

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but they to change them once I left, and we

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know what happens there. There's going to be failure. I

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was asked to leave prematurely sometimes and then the client

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made all sorts of peculiar alterations. And I learned my lesson.

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If my name is at stake, it is of utmost

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importance to see the implementation phase through to the end,

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despite of the lack of adherence in the future use. Yes,

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it does demand that you stay until the job is complete.

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And yes, you're going to have people that are probably

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not going to want to agree with you, because the

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fear begins when change is starting. But my forty five

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plus years of experience illustrates a more reasonable explanation for

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failing like this. Once we leave, we barely get the

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chance to see our recommendation live over a period of time.

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Hardly ever, we are hired to act as a permanent advisor.

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We are kept uncertain about the short much less the

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long term of success. And pretty much like the Taxpayers Association,

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they write fancy reports where the taxpayer money is wasted

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and by next year nothing's really changed. The same with us.

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We actually actually do not leave an ultimate, an intangible

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legacy behind. And that's what I want to talk about.

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What do we need to do to change that. Currently,

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I am evaluating a solution, solution which might fix the problem,

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which I will share publicly once I complete it. It's simple,

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reasonably inexpensive, but workable solution which ensures that the process

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are imp implement it as defined or we've altered, remain functioning.

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It is something that I've seen quite often. I'm even

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called in to come in and look at a system

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that has been put in place and look at processes

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that are operating, and they're not functioning how the system

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is supposed to function, and the processes are not in

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compliance with standard business practices or standard or regulatory requirements

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and so then as you begin to assess what's happening

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or what has happened, you notice that there have been

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changes in this system, and those changes do not actually

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follow the system design, the process design, the information flow design.

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And when so much money is invested in a business

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management process and then somebody goes in and changes it

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so that it doesn't function to it's a complete purpose.

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That does make things fail and it does make things

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appear as if, you know, maybe the analysts or the

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advisor did not give the right information. And as I

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said before, I'm the type of advisor I'm going to

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stay there till I see that every function is working

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properly to the maximum, and even going to advise you

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that there's any changes to this what could be the

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downfall and areas where changes could not be made because

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of various reasons, then I'm going to also advise you

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that this is what the outcome is going to be

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because things are not designed the way they should be

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so that everything is functioning and you receive the efficiencies

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and you have the savings that you deserve as an

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organization because all of those particular processes have been put

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in place so that you can expect that particular outcome.

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This training today covers the six key analysis and improvement tools,

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and I'm going to go through them step by step

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so that if someone actually is coming in to do

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work for you, you can actually know what you should

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be expecting. What is the business process management is a

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mapping and management how workflows. As I mentioned, the cat

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will understanding stakeholders and perspectives. The most is aligning work

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with strategy, vpect analyzing values, policies, events, content and trust, secism,

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data driven process improvement, and most cow prioritizing requirements. They

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can be used together in projects to go from strategy

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to understanding to design, improvement and delivery. But based on

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the definition of the business process, management is a disciplined

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approach to identify, design, execute, document, monitor, and improve business

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processes to achieve consistent and targeted outcome. There shouldn't be

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happening in your business process once it is established if

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everything is being followed. The purpose, the whole purpose of

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even doing that, the whole purpose of having someone come

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in to assist, to advise, to help with the restructure

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and the redesign, is to understand how work actually gets done,

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improve efficiency, quality, speed, and control, provide a visual model

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for analysis and communication. You start with giving them a

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visual giving you a visual to see exactly what it

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is that you should be expecting. The steps are to

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identify the process. You scope out what's going on from

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start to end. You map the current process. You should

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always call it as is. Often with flow charts or

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swim lanes. We analyze issues, use bottlenecks, delays, rework errors,

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redesign a better process. That's your two be as is

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and to be after we restructure and make things better.

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Implement changes and changes can be in various areas. System changes,

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your software changes, your equipment actually changes so that you

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can have the efficiency of maybe not having to be

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on site to make changes because your systems in the

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cloud excuse me, and you can access it from any

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place at home on the beach. But you want that

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flexibility so you're not always having to come to the

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office to be able to get things done. You monitor

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and optimize using metrics, time, cost, quality. You're looking at

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roles and procedures. You know, for example, you have a

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customer order handling. How are orders handled? Let's just go

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through the steps. So you have a customer places an order,

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and then the system logs that order. Then the stock

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is checked, and the order is picked and packed, and

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the order is shipped, and the invoice is sent and

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if it's not returned, you receive payment for that particular product.

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Having a business process model provides the process that that

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other methods like six Sigma can improve. Is able to

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look at that process and see where are there inefficiencies

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in the process that's there and catlow catwe stakeholders and

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system view. It's a soft system analysis tool to understand

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a situation by examining the customers, the actors, the transformation,

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the worldview, the owners in any environmental constraints, the customers,

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who benefits or suffers from the transformation. You have to

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look at that. When you're looking at the actors, who

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carries out the activities that are in that particular business process,

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the transformation, what is transformed, the input or the output worldview,

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what bigger view makes this system meaningful, makes this system important,

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makes this system necessary? And the owner who can start

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the process, who can stop the process, who can change

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the system, who can change what's going on in the process.

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So who is owning all of the various steps of

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the process, itself. No one person does all the functions,

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and that's because of generally accepted accounting principles, GAP and

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other regulatory requirements. No one person can do it all

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because you need to have oversight, you need to have reviews,

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and you need to have approvals. So who owns their

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particular function in this process that's important. And then environmental

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constraints external limits like laws, culture, tech, budgets, recessions, so

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many different different things can impact and all of that

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needs to be incorporated so that even when you have

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your system, you can see different things, you are able

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to make changes so that these environmental constraints aren't damaging

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you and aren't affecting you in a negative way. The

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whole purpose is to clarify who is involved and what

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matters to them, surface different perspectives and assumptions. When you're

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going in and assessing and talking to different users of

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the system and recipients of the information. It's not just

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the users. They're not the only ones that should be

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included in the team talking about this, discussing this, but

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those that receive the information. They may need to receive

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it in a specific and particular way. So someone needs

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to be at the table that can say I need

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it in this particular format. I need this kind of

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information because of reports I have to send to the

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government or to the grant or to the supplier, or

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whoever it is that you need to provide this information,

250
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or your sales department to see whether they're pricing is

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correct for the market and for the success of the organization.

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You clarify who is involved in what matters to them,

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and also surface different perspectives and assumptions. But avoid designing

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a process that ignores all of the key stakeholders. As

255
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I said, for an example, patients and a doctor, receptionists

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and it support no appointment, confirmed appointment, patients value easy

257
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quick access to healthcare, clinic management, health regulations, data, privacy laws,

258
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system availability, all of these. There's so many different departments, steps, reviewers, stakeholders,

259
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all of those have to be considered so that everyone's

260
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needs are met and then one of them. One of

261
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the wonderful things is having a strategy alignment, a strategy

262
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to align with the goals the objectives. What are you

263
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really needing to have right now? I would say, because

264
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everything is like sixty seconds or less, you need real

265
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time information. You can't wait until the end of the

266
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week to find out what your cash flow is. You

267
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can't wait until the end of the month to find

268
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out if you're profitable. You should should have a dashboard

269
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that is designed, that's given you KeyPoint indicators, that's telling

270
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you exactly what it is that you were expecting to

271
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receive from the system. It's at your fingertips. It's showing

272
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up every day, so that you can look at it,

273
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read it and be able to make good, strong decisions,

274
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or at least pull together your teams in a meeting

275
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and say, Okay, this is what our budget was, this

276
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is what our expectation was. Where did we miss it?

277
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What's gone wrong in this process? Where was the weak spot?

278
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Where was where do we drop the ball? You have

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to have information. You have to have processes that you

280
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can get information at that real time level so that

281
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you are able to guide your organization, guide your business,

282
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guide your sales department, guide your customer service so that

283
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you can find out what's going on. Maybe people are

284
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having to wait too long on the phone to talk

285
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to customer service, or let me say this, I know

286
00:24:33.799 --> 00:24:38.599
you're using AI to have customer service, but you don't

287
00:24:38.640 --> 00:24:42.640
have enough questions to answer all of the people that

288
00:24:42.680 --> 00:24:47.400
are calling in really think about what it is a

289
00:24:47.480 --> 00:24:51.680
person could possibly be experiencing, and you need to have

290
00:24:51.720 --> 00:24:56.079
that question. If the first five don't work, it's frustrating

291
00:24:56.119 --> 00:24:58.680
to be on the other end of that call and

292
00:25:00.359 --> 00:25:03.279
it doesn't ask you the right question. It keeps forcing

293
00:25:03.400 --> 00:25:06.359
to do it, it keeps hanging up on you because

294
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you didn't think about all of the different things it

295
00:25:10.039 --> 00:25:14.799
could be occurring in the process of the customer. And

296
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so you have frustrated customers out there. And you know

297
00:25:19.400 --> 00:25:22.680
what the old saying is, if you do a great job,

298
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they might tell one person. If you get one unhappy customer,

299
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they're going to make sure they talked to fifty and

300
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now with social media they're probably to talk to one

301
00:25:33.759 --> 00:25:39.960
hundred or two hundred people. That within itself, that reputation

302
00:25:40.319 --> 00:25:44.079
that is being created because processes are not working smoothly,

303
00:25:45.000 --> 00:25:49.440
that process is going to harm you. Because people are

304
00:25:49.440 --> 00:25:53.400
frustrated or they're upset. There's so much going on, people

305
00:25:53.519 --> 00:25:56.359
just don't have the time to have to keep calling back,

306
00:25:56.440 --> 00:26:00.519
waiting on hold, and then your AI is not asking

307
00:26:00.680 --> 00:26:06.680
the right questions, so needs a little more expansion. If

308
00:26:06.720 --> 00:26:09.799
that's the tool you're going to be using, or you

309
00:26:09.920 --> 00:26:12.599
need to design it so that if these questions have

310
00:26:12.759 --> 00:26:17.799
not asked, it gives them the opportunity to transfer to

311
00:26:17.880 --> 00:26:26.240
another department where they can get their answers. Most. MOST

312
00:26:26.519 --> 00:26:33.440
is a strategic and analysis framework that ensures activities aligned

313
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with organizational mission objectives, strategies, and tactics. Most the mission

314
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overall purpose. Why do we exist? That's a question every

315
00:26:47.599 --> 00:26:51.160
company should be asking. I know you ask it when

316
00:26:51.160 --> 00:26:55.119
you first began, but do you repeat that? Do you

317
00:26:55.240 --> 00:26:58.720
look at it when you change your budgets or your

318
00:26:58.759 --> 00:27:02.680
forecast and you do your five year forecast, you do

319
00:27:02.759 --> 00:27:07.160
your ten year forecast. Is it still answering what you

320
00:27:07.200 --> 00:27:13.240
wrote those years ago? Is your mission still on track?

321
00:27:14.319 --> 00:27:19.000
Why do we exist? Is that still being answered in

322
00:27:19.039 --> 00:27:23.480
the positive manner that your dream began in the first place.

323
00:27:24.680 --> 00:27:31.160
Your objectives, specific measurable goals. What do we want to achieve?

324
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These plans should be there at your fingertips that you

325
00:27:36.240 --> 00:27:40.119
can go and look at when you're comparing information that

326
00:27:40.160 --> 00:27:46.359
you're receiving in a financial format, Are we achieving the

327
00:27:46.400 --> 00:27:48.960
goals that we thought that we were going to reach.

328
00:27:50.599 --> 00:27:53.599
I go out and I do systems and some people

329
00:27:53.599 --> 00:27:56.000
don't want to. Ah, we don't want to do a budget.

330
00:27:56.680 --> 00:27:59.759
You do need to do a budget because it helps

331
00:27:59.799 --> 00:28:05.720
you guide you to goals and objectives and you look

332
00:28:05.759 --> 00:28:07.920
at it to see whether you're still on track for

333
00:28:08.000 --> 00:28:13.319
those goals and objectives. Also keeps you from overspending when

334
00:28:13.839 --> 00:28:21.119
you're not meeting your goals and objectives. Strategy high level approach.

335
00:28:22.200 --> 00:28:26.559
How will you achieve it? What's your path? What is

336
00:28:26.599 --> 00:28:29.960
your thought pattern? What is it that you're thinking that

337
00:28:30.079 --> 00:28:36.359
is important? The tactics, detailed actions, What exactly will we do?

338
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These are things that are part of someone advising you

339
00:28:41.599 --> 00:28:45.359
and setting up a business process system. It should be

340
00:28:45.519 --> 00:28:50.400
answering those kinds of questions for you. The purpose is

341
00:28:50.440 --> 00:28:55.880
to ensure projects and process changes support Those strategies provide

342
00:28:55.920 --> 00:28:58.880
a clear line of sight from day to day work

343
00:28:58.920 --> 00:29:04.240
to top level goals. For instance, let me think about

344
00:29:04.279 --> 00:29:10.279
a training company. The mission enable professionals to gain practical

345
00:29:10.319 --> 00:29:15.839
skills quickly. I don't know about it quickly, but some

346
00:29:15.880 --> 00:29:20.680
people think that is an objective. They can hand have

347
00:29:21.599 --> 00:29:25.880
increase course completion rate from sixty percent to eighty percent

348
00:29:25.960 --> 00:29:31.279
and twelve months. The strategy make learning more engaging and

349
00:29:31.319 --> 00:29:38.799
supported tactics, add weekly live Q and A, introduce progress tracking,

350
00:29:39.319 --> 00:29:46.960
and send automated reminders to inactive learners. You can use

351
00:29:47.039 --> 00:29:55.480
all of those particular steps processes to keep energizing those

352
00:29:55.519 --> 00:30:00.640
that are in your training to ensure that they show

353
00:30:00.759 --> 00:30:05.400
up for the training, that the achievement. At the end,

354
00:30:05.880 --> 00:30:08.079
you had one hundred people, You at least want to

355
00:30:08.119 --> 00:30:12.319
have eighty that completed that particular training. You don't want

356
00:30:12.359 --> 00:30:15.839
all of them to have fallen off. But that's the

357
00:30:15.880 --> 00:30:20.279
time to reflect if that is what is happening. What

358
00:30:20.400 --> 00:30:24.960
about the materials? Are the materials important? Are they interesting?

359
00:30:25.160 --> 00:30:29.119
Are they really providing what the student was looking for

360
00:30:29.200 --> 00:30:33.519
in the first place. All of these are systems that

361
00:30:33.680 --> 00:30:37.359
can be developed in your organization so that all of

362
00:30:37.400 --> 00:30:41.880
these goals have answers, All of these questions have answers,

363
00:30:41.960 --> 00:30:49.400
all of these thoughts have answers. Values and Information lens

364
00:30:50.759 --> 00:30:55.799
VPECT is a framework to analyze complex systems by looking

365
00:30:55.799 --> 00:31:03.559
at the values, policies, events, content, and most about trust values,

366
00:31:03.680 --> 00:31:08.880
what stakeholders care about most? And those are questions you

367
00:31:08.960 --> 00:31:12.160
need to know before you start making changes. What are

368
00:31:12.200 --> 00:31:23.079
you looking for speed, quality, privacy, efficiency data? What are

369
00:31:23.119 --> 00:31:29.319
the values that you're looking for policies, format formal ones,

370
00:31:29.759 --> 00:31:35.480
informal rules, regulations, guidelines. Well, you and I both know

371
00:31:36.079 --> 00:31:41.279
you're never going to get rid of compliance. There's always

372
00:31:41.279 --> 00:31:45.319
going to be rules and regulations. I love rules and regulations.

373
00:31:45.400 --> 00:31:50.759
It keeps consistency in the organization. It keeps consistency in

374
00:31:51.319 --> 00:31:54.960
businesses operating around the nation and around the world. It

375
00:31:55.039 --> 00:31:58.720
keeps consistency. It makes all of us follow the same

376
00:31:58.799 --> 00:32:06.480
rules that a competition is fair and equal. Well, everybody's

377
00:32:06.519 --> 00:32:11.079
not following those laws, but there are consequences when you

378
00:32:11.200 --> 00:32:20.240
don't follow those laws. Events things that happen and cause actions.

379
00:32:21.200 --> 00:32:28.759
They trigger situations. When you're building something, you discuss what

380
00:32:28.960 --> 00:32:33.960
could cause a problem? What are things that could trigger

381
00:32:34.680 --> 00:32:39.680
something negative happening in the organization? Where could this happen

382
00:32:40.039 --> 00:32:43.559
in what area? Could it happened in? What place? Could

383
00:32:43.599 --> 00:32:48.880
it happened in your warehouse? Maybe not packaging as quickly

384
00:32:49.000 --> 00:32:52.799
as you would like and shipping as late, or maybe

385
00:32:52.839 --> 00:32:56.519
some of the safety measures that should be in place

386
00:32:56.599 --> 00:32:59.720
are not in place and you have OSHA on you

387
00:32:59.839 --> 00:33:05.839
and causing problems because people are getting injured. Because maybe

388
00:33:06.240 --> 00:33:09.400
during all of the process building you never thought about

389
00:33:09.440 --> 00:33:13.599
thinking we need to make certain that we have processes,

390
00:33:13.759 --> 00:33:20.759
policies and compliance in our warehouse, in our manufacturing shop wherever.

391
00:33:20.880 --> 00:33:26.000
That is, to make sure we don't have injured employees.

392
00:33:27.000 --> 00:33:29.920
I remember when I was working in several clients with

393
00:33:30.039 --> 00:33:34.839
several clients in manufacturing, and they always had a daily

394
00:33:35.559 --> 00:33:40.759
notification that went out, no one was injured today, no

395
00:33:41.480 --> 00:33:46.119
issues today, no problems today. And then if there was,

396
00:33:46.799 --> 00:33:51.920
there was an immediate in this investigation as to what occurred,

397
00:33:52.519 --> 00:33:57.279
how did it occur, Where was the deficiency, Where was

398
00:33:57.519 --> 00:34:02.039
the rules not followed? So that con mitigate that issue

399
00:34:02.559 --> 00:34:07.640
issue immediately and it would not be some long recurring

400
00:34:08.079 --> 00:34:17.280
issue that was coming up. Events content, information and data

401
00:34:17.480 --> 00:34:22.880
being created, stored and used. There's a lot of information

402
00:34:24.039 --> 00:34:29.039
that's being processed, generated, created, and stored in an organization.

403
00:34:29.480 --> 00:34:32.519
The thing is are you reading it? Is it written

404
00:34:32.559 --> 00:34:36.400
in a manner that you really truly understand it and

405
00:34:36.440 --> 00:34:39.320
you get a true concept of what is going on?

406
00:34:40.800 --> 00:34:46.800
And then trust, Trust is very important. Who trust whom

407
00:34:47.159 --> 00:34:51.360
I've seen when I've gone in to do assessments, I've

408
00:34:51.400 --> 00:34:57.519
seen departments not getting along with other departments. I've seen

409
00:34:58.280 --> 00:35:02.280
employees in departments not even able to get along with

410
00:35:02.320 --> 00:35:06.280
the ones in their specific departments, but outside, you know,

411
00:35:06.440 --> 00:35:09.519
always battling with another department.

412
00:35:11.039 --> 00:35:11.199
There.

413
00:35:11.519 --> 00:35:19.440
Everyone has their responsibilities. I remember in my years working

414
00:35:19.480 --> 00:35:23.920
as a senior finance person, the sales and marketing department

415
00:35:24.480 --> 00:35:28.320
always had conflict with finance, and a lot of it

416
00:35:28.440 --> 00:35:34.559
had to do with pricing, making sure the margin was there.

417
00:35:35.320 --> 00:35:40.280
We did our work, preparing the budgets, preparing the forecast,

418
00:35:40.360 --> 00:35:45.320
preparing the analytics, and when we would present there was always,

419
00:35:45.559 --> 00:35:49.840
you know, resistance to following what's needed to do to

420
00:35:49.920 --> 00:35:54.639
meet the goals and objectives. And so sometimes those things

421
00:35:55.320 --> 00:35:58.920
you know are happening. So who trust whom and under

422
00:35:59.159 --> 00:36:04.320
what condition? Well, if we're understand that a business is

423
00:36:04.360 --> 00:36:10.719
an organ organism, it is an organism, a live, breathing

424
00:36:12.400 --> 00:36:17.599
organism that goes through changes, just like our bodies do.

425
00:36:19.480 --> 00:36:24.360
It goes through emotions, it goes through a lot of

426
00:36:24.400 --> 00:36:28.280
different things, and then you have people in the organism

427
00:36:29.119 --> 00:36:33.039
that are facing things daily. These have effects on what's

428
00:36:33.119 --> 00:36:36.960
going on. It should not be in a situation where

429
00:36:37.760 --> 00:36:43.079
people cannot come to the door of the manager, the director,

430
00:36:43.119 --> 00:36:47.800
the CEO. Even you should have open door policies where

431
00:36:47.920 --> 00:36:51.280
people can come and tell you there's something going on,

432
00:36:51.679 --> 00:36:55.320
there's a problem here, and then don't let them come

433
00:36:55.400 --> 00:36:58.400
to your office and tell you something and you ignore

434
00:36:58.440 --> 00:37:01.599
it as if they're wasting your time. You just say

435
00:37:01.679 --> 00:37:05.639
uh huh, uh huh, and you don't do anything, especially

436
00:37:05.679 --> 00:37:10.800
when you know that what they're saying is true. You

437
00:37:10.920 --> 00:37:13.719
have to be strong enough to make decisions, and sometimes

438
00:37:13.760 --> 00:37:16.239
they're not what you might want to do, but if

439
00:37:16.280 --> 00:37:19.519
it is going to improve the health of the whole

440
00:37:19.639 --> 00:37:25.639
organization and help you maintain those goals and objectives, then yes,

441
00:37:25.880 --> 00:37:28.320
you need to do something about it. You need to

442
00:37:28.400 --> 00:37:31.719
make decisions. One of the things as being a senior

443
00:37:32.199 --> 00:37:36.800
person in the organization, I made sure that if I'm

444
00:37:37.159 --> 00:37:41.920
having lunch with one group, that I have a lunch

445
00:37:42.079 --> 00:37:48.199
with all groups. If I always made sure that I

446
00:37:48.239 --> 00:37:54.280
did not have kind of like personal relationships with the

447
00:37:54.320 --> 00:37:58.400
people that reported to me, because I needed them to

448
00:37:58.559 --> 00:38:03.800
understand even though we have a wonderful relationship in our

449
00:38:03.840 --> 00:38:08.360
working environment and all of these things, I instill the

450
00:38:08.400 --> 00:38:12.599
one that has to make decisions. And I don't want

451
00:38:12.599 --> 00:38:15.960
you to ever think that I'm so close of a

452
00:38:16.000 --> 00:38:22.639
friend of yours that I'm going to look past and

453
00:38:22.719 --> 00:38:28.960
competence and bad behavior. You have to have that kind

454
00:38:29.000 --> 00:38:32.039
of trust in your organization that they know where you

455
00:38:32.159 --> 00:38:39.199
stand at all times. Understanding the information and the rules

456
00:38:39.880 --> 00:38:43.400
environment around a process is really really important, and your

457
00:38:43.440 --> 00:38:47.800
staff really needs to know that you have certain responsibilities

458
00:38:48.199 --> 00:38:52.280
being in that particular area of work. I used to

459
00:38:52.320 --> 00:39:00.559
tell the accountants that we're in under me or the

460
00:39:00.599 --> 00:39:04.760
IT department. I always used to tell them, you may

461
00:39:04.800 --> 00:39:08.800
not like it, but you are the compliance police. That

462
00:39:08.960 --> 00:39:12.159
is the job you chose. That means that you are

463
00:39:12.199 --> 00:39:18.360
going to always be there to make sure that regulations

464
00:39:18.360 --> 00:39:25.800
are followed, rules are intact. If there are problems, you're

465
00:39:25.840 --> 00:39:29.280
going to speak out so that you can get into compliance.

466
00:39:30.239 --> 00:39:34.400
You're going to you know, anticipate, you know that there

467
00:39:34.440 --> 00:39:41.159
may be security and trust issues, but you may need

468
00:39:41.199 --> 00:39:47.760
to get hardened up a little bit. But you have

469
00:39:47.840 --> 00:39:50.960
to be with the cybersecurity. You need to make sure

470
00:39:51.000 --> 00:39:54.000
that people are following the rules so you don't have

471
00:39:54.119 --> 00:39:59.159
threats that are able to penetrate your organization. You know,

472
00:39:59.599 --> 00:40:03.360
and all of this stuff is really really important to

473
00:40:03.480 --> 00:40:09.800
be able to do that. Like the I T you

474
00:40:09.920 --> 00:40:13.920
ask for strong password rules, you tell them there's going

475
00:40:14.000 --> 00:40:18.719
to be a two factor authentication. You know, you have

476
00:40:18.800 --> 00:40:24.239
to key y see regulations, those are policies. Those policies

477
00:40:24.440 --> 00:40:28.000
have to be followed. In organizations where I was a

478
00:40:28.199 --> 00:40:35.119
fractional senior there, we always made sure that anyone or

479
00:40:35.639 --> 00:40:39.159
while I was there, I would always tell them during

480
00:40:40.079 --> 00:40:43.480
you know, their orientation, anyone that's coming to work for

481
00:40:43.719 --> 00:40:48.400
the company should be going through a specific type of

482
00:40:48.480 --> 00:40:51.400
training so that they know what the system is, how

483
00:40:51.440 --> 00:40:55.679
the system is used, how the passwords are. They're not allowing,

484
00:40:56.199 --> 00:40:58.679
you know, opening up emails that they shouldn't be opening.

485
00:40:58.719 --> 00:41:01.559
They go through the little lass, they go through and

486
00:41:01.559 --> 00:41:05.039
get the testing done. All of these things are important

487
00:41:06.199 --> 00:41:09.239
and that's all part of processes that need to be

488
00:41:09.400 --> 00:41:21.400
in an organization. Key concepts focus on defect reduction and

489
00:41:21.519 --> 00:41:28.360
process capability. You're using structural problem solving, strong use of

490
00:41:28.440 --> 00:41:34.519
metrics and statistical tools. Define the problem, the goals, the customers,

491
00:41:34.760 --> 00:41:40.440
and the scope. Collect data on current performance, identify root

492
00:41:40.519 --> 00:41:47.199
causes of defects and variations, develop and implement solutions. Controls

493
00:41:47.639 --> 00:41:49.840
A lot of people thinks that's a dirty word, but

494
00:41:49.920 --> 00:41:53.920
what it is it makes sure that you're able to

495
00:41:53.960 --> 00:41:56.800
sleep at night, that you're not going to have some

496
00:41:57.079 --> 00:42:00.719
surprise when the auditors come in or or if you're

497
00:42:00.800 --> 00:42:04.000
in nonprofit or you have a grant or federal war

498
00:42:04.159 --> 00:42:07.760
or whatever, you're not concerned if they do a single

499
00:42:07.800 --> 00:42:10.920
audit because you have followed all the processes, you have

500
00:42:11.000 --> 00:42:14.960
communicated with them. You have not don't have disallowed costs,

501
00:42:15.000 --> 00:42:18.679
you don't have situations where the rules haven't been followed.

502
00:42:18.719 --> 00:42:21.760
You've got oversight. You've got all of these things going on,

503
00:42:22.039 --> 00:42:25.559
and if all those fail, you are doing self monitoring

504
00:42:25.840 --> 00:42:29.199
so that you can find the issue and remediate it

505
00:42:29.519 --> 00:42:32.159
and say, Okay, this is what we've put in place

506
00:42:32.360 --> 00:42:35.800
to make sure this doesn't happen again. All of these

507
00:42:35.840 --> 00:42:42.639
things are really important. Develop and implement solutions, put controls

508
00:42:42.639 --> 00:42:46.840
in place to sustain the gains. You know. Too many

509
00:42:47.239 --> 00:42:50.159
you know, for instance, my example about the call center,

510
00:42:50.480 --> 00:42:55.239
too many abandoned calls, customer dissatisfaction. Find what the root

511
00:42:55.360 --> 00:42:58.840
problem is. Do you not have enough staffing? Is your

512
00:42:59.239 --> 00:43:04.320
system that you have not fast enough? Needs to be changed,

513
00:43:04.440 --> 00:43:07.280
needs to be updated. The whole process needs to be

514
00:43:07.320 --> 00:43:13.840
looked at. Too many abandoned calls, customers dissatisfied, the wait time,

515
00:43:14.079 --> 00:43:18.599
the call volume, the abandonment rate. Look at those to

516
00:43:18.639 --> 00:43:23.239
make sure that they're meeting your goals and objectives. You know,

517
00:43:23.519 --> 00:43:27.719
analyze you know the peak time? When is the peak

518
00:43:27.800 --> 00:43:33.480
time when most of this UH is occurring? Is it

519
00:43:33.519 --> 00:43:39.280
because you're understaff poor call routing? You know? Need to

520
00:43:39.360 --> 00:43:47.320
adjust staffing schedules, Introduce skill based routing using the better

521
00:43:47.480 --> 00:43:50.280
you know, using better tools. Maybe you haven't changed your

522
00:43:50.320 --> 00:43:54.159
system in a while. Need to update because everything is

523
00:43:54.199 --> 00:44:00.159
becoming so automated that people are expecting answers right away,

524
00:44:00.239 --> 00:44:03.719
expecting the phone to be answered right away. You know,

525
00:44:04.440 --> 00:44:09.639
monitor the wait times weekly, trigger alerts if thresholds are exceeded.

526
00:44:10.760 --> 00:44:14.800
All of these are part of good business processes and

527
00:44:14.880 --> 00:44:18.280
being able to look at those and find what it

528
00:44:18.400 --> 00:44:28.039
is that might be causing problems. Prioritizing your requirements. The

529
00:44:28.239 --> 00:44:35.199
moscow is a technique to prioritize requirements into must, should,

530
00:44:35.880 --> 00:44:42.960
could and won't have time or must should, could, we'll

531
00:44:43.000 --> 00:44:48.639
do at a later time. The categories are really important,

532
00:44:48.719 --> 00:44:53.079
they're essential. Without them, the solution is not visible. Should

533
00:44:53.119 --> 00:44:57.280
have important but vital for the first release, Could have

534
00:44:58.039 --> 00:45:03.800
desirable if time and resource is allow. Won't have at

535
00:45:03.840 --> 00:45:07.400
this time, but agreed to look at it at a

536
00:45:07.400 --> 00:45:11.039
different time, at a different level. The purpose is to

537
00:45:11.119 --> 00:45:14.719
manage your scope and expectations and trade offs and sure

538
00:45:14.800 --> 00:45:20.480
critical needs are delivered first, provide a common language between

539
00:45:20.559 --> 00:45:27.840
business and delivery teams, and as I mentioned before, not

540
00:45:28.480 --> 00:45:31.920
just having one person coming in, but having a whole team,

541
00:45:32.440 --> 00:45:36.079
because one of the things I've found out, you need everyone,

542
00:45:36.280 --> 00:45:40.840
even the file clerk, to be there. Not saying anything

543
00:45:40.880 --> 00:45:43.440
negative about them, because if they don't have things put

544
00:45:43.480 --> 00:45:46.320
away where they can be easily found, you're going to

545
00:45:46.400 --> 00:45:48.400
find out they're one of the most key people in

546
00:45:48.440 --> 00:45:52.559
the organization because you need data right now for the audit,

547
00:45:52.679 --> 00:45:56.280
You need data right now for the report that you

548
00:45:56.320 --> 00:45:58.920
need to have. You need data right now to be

549
00:45:59.000 --> 00:46:01.400
able to explain the thing to your board of directors.

550
00:46:01.800 --> 00:46:05.800
So everyone is important and everyone should be spoken to

551
00:46:06.360 --> 00:46:11.719
when assessments are done and you're looking at building a

552
00:46:11.840 --> 00:46:17.000
new process and restructuring, how information is flowing in your organization.

553
00:46:20.440 --> 00:46:22.840
So I'm going to kind of sum this up here.

554
00:46:25.519 --> 00:46:31.960
When you're looking at the strategy code, most clarify strategic direction,

555
00:46:32.760 --> 00:46:36.679
what are we trying to achieve and why? If you're

556
00:46:36.679 --> 00:46:42.840
looking at catwow c atwe understand the situation in the stakeholders.

557
00:46:43.239 --> 00:46:49.280
Who is involved, and what is the core transformation VPECK

558
00:46:49.599 --> 00:46:57.559
VPECT examine values, policies, events, content and trust. Is really

559
00:46:57.599 --> 00:47:02.639
important that you have have all of these ideas in place.

560
00:47:03.559 --> 00:47:07.360
What rules, information and trust issues do we need to

561
00:47:08.920 --> 00:47:14.480
respect it? Should be aware of every new regulation because

562
00:47:14.519 --> 00:47:18.599
they have new regulation, new laws, new accounting principles, all

563
00:47:18.599 --> 00:47:23.119
of these things. They come out with notifications annually, and

564
00:47:23.159 --> 00:47:27.320
the people that are in charge and those specific departments

565
00:47:27.840 --> 00:47:32.960
should be receiving those notifications responding, not taking wait until

566
00:47:32.960 --> 00:47:36.159
the end of the year, responding as quickly as possible,

567
00:47:36.400 --> 00:47:39.840
because as you read all of those new notifications, you

568
00:47:39.920 --> 00:47:43.360
will find that maybe sometimes they don't impact you. That's

569
00:47:43.400 --> 00:47:44.920
the best thing. You don't have to worry about it.

570
00:47:44.920 --> 00:47:47.760
Put it aside. Done, you have it, you filed it,

571
00:47:47.760 --> 00:47:51.480
it's over. But if it does affect you, you need

572
00:47:51.519 --> 00:47:54.719
to now make changes in the organization to place the

573
00:47:54.960 --> 00:48:02.159
organization into compliance, business processes, the map and design the processes.

574
00:48:02.280 --> 00:48:09.039
How does workflow now and how should it flow? That's

575
00:48:09.079 --> 00:48:12.960
what we're looking at. How do things flow now and

576
00:48:13.039 --> 00:48:16.320
how should they flow? And how do we get from

577
00:48:16.400 --> 00:48:22.400
point A to point Z without disrupting and erupting to

578
00:48:22.440 --> 00:48:27.679
a point where things do not flow at all, making

579
00:48:27.679 --> 00:48:31.960
sure all stakehold holders are a part of this. I'm

580
00:48:31.960 --> 00:48:34.679
bringing this information to you because one of the things

581
00:48:34.679 --> 00:48:37.559
that I would like to inform you is that a

582
00:48:37.719 --> 00:48:43.320
Shark Consulting, which that is the company, my company that

583
00:48:43.440 --> 00:48:47.960
I do consulting work for. I've partnered with several other

584
00:48:48.719 --> 00:48:53.280
companies and besides bringing the finance and the tech consulting,

585
00:48:53.679 --> 00:48:58.840
we're partnering with companies that do cybersecurity. We're partnering with

586
00:48:58.920 --> 00:49:02.239
those that do customers service training. We're partnering with those

587
00:49:02.320 --> 00:49:07.559
that work with healthcare organization. We're even partnering with organizations

588
00:49:07.599 --> 00:49:12.480
that are doing skills training because there's a lot of skills.

589
00:49:12.880 --> 00:49:16.239
You know, we're talking about inspections, We're talking about plumbers,

590
00:49:16.280 --> 00:49:20.760
we're talking about electricians, and all of those most of

591
00:49:20.760 --> 00:49:24.159
them the guys have retired. We need a new generation.

592
00:49:24.400 --> 00:49:28.360
So you know, we're going out and doing trainings for skills.

593
00:49:28.400 --> 00:49:32.159
We're partnering with a lot of different organizations so then

594
00:49:32.159 --> 00:49:39.400
we can bring holistic solutions to organizations. So I'm just

595
00:49:39.519 --> 00:49:44.079
really happy to share this with you. You can contact

596
00:49:44.119 --> 00:49:49.480
me at a Sharp Outlook or a Sharp Consulting and

597
00:49:50.199 --> 00:49:54.440
we can talk about what your next steps are. Thank

598
00:49:54.480 --> 00:49:58.360
you for joining us here at a Sharp Outlook every

599
00:49:58.400 --> 00:50:03.280
Monday at eleven a Eastern time eight am specific time,

600
00:50:04.039 --> 00:50:07.840
and we are here. Our goal and purpose is for

601
00:50:08.000 --> 00:50:16.679
you to be informed, so stay informed. I want to

602
00:50:16.679 --> 00:50:19.800
thank you for joining us on a Sharp Outlook. We

603
00:50:19.880 --> 00:50:23.039
have been informed and energized to take the next steps.

604
00:50:23.559 --> 00:50:27.079
We have posted links to websites and videos to learn

605
00:50:27.159 --> 00:50:30.800
more on today's topic. Please join us again next week

606
00:50:31.119 --> 00:50:35.239
for another thought provoking conversation right here on key for

607
00:50:35.719 --> 00:50:40.239
HD radio and Talk for TV. Listen to the podcast

608
00:50:40.400 --> 00:50:45.920
on all the podcast apps, and until next week, stay informed.