Learn how to bridge your business and operating models and identify critical capabilities needed for your customers. Learn how to drive customer intimate product design through customer service blueprinting. And learn how to create a better operating company through decision driven organization design.

1. Designing a Company with Process
Orientation in its DNA
a presentation by Kevin Riley
for the BPM Summit
April 14, 2012

2. Agenda
Part 1. Value Chain Architecting
Learn how GuideWell bridged its business and operating models
to identify critical capabilities
Part 2. Customer Experience Blueprinting
Learn how GuideWell drives customer intimate product design
through customer service blueprinting
Part 3. Decision Driven Organization Design
Learn how GuideWell is creating a better operating company
through decision driven organization design
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3. Bridging: What is GuideWell?
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4. Building from scratch … the right way
1. Create a value chain SIPOC
2. Map customer to business processes
3. Identify organizational roles
4. Design the operating model
5. Define a business maturity plan
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5. Part 1. Business Value Chain
Define your Value Chain first – center on
where business value must be created and
for whom it matters
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6. A Customer Intimate Company
We wanted to build a truly
customer intimate company
that would allow us to:
ENGAGE: Establish a position
of value with the consumer.
INFORM: Increase the
company’s understanding of
the consumer.
ENRICH: Market solutions
based on that understanding.
RETAIN: Maintain the value
exchange with the consumer
over time.
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7. Create your Operating Model SIPOC
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8. Part 2. Service Blueprinting
Don’t define your processes for your
customer, let your customer’s needs define
your processes
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9. Service Blueprint Components
Physical Evidence
Customer Actions
Line of Interaction
On-stage Contact Employee/System Actions
Line of Visibility
Back-stage Contact Employee/System Actions
Line of Internal Interaction
Support Processes
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10. Part 3. Decision Driven Organization
Design
Even start ups need the discipline of process
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11. The Process Oriented Organization

12. Align for Operational Interconnectivity
Create the ability to determine the health of the
organization, identify areas for improvement, and quickly
create tactics for optimal performance
This is manifested as
• Operational Reporting
• Performance (Financial)
• Reporting Governance Reporting
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13. The Decision-Driven Organization
6 Steps to Decision-Driven Organization
1. Identify key decisions
2. Determine where decisions should happen
3. Organize RAPID* roles
4. Determine decision authority
5. Align org chart to decision making
6. Help team make and execute decisions
*(Recommend, Agree, Perform, Input and Decide)
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