Business Consulting | Help all these impressive acronyms to ...

. CATWOE: customers, actors, process of transformation, view of the world, owner, environmental (and legal) constraints; 5 Why is;. HEPTALYSIS: market opportunities, product/solution, version plan financial engine, human capital, income, safety distance;. Most: Mission, goals, strategies, tactics; ST??EL: Political, economic, sociological, technological, legal, ecological; Famous SWOT analysis: strength, weaknesses, opportunities and threats; Six thinking hats;. Six-Sigma;. VPEC-t: Policy values, events, content.

I have been working as executive management consultant for many years and many customers and supports them to restructure their organizations and to develop or restructure business process models (BPM). There are many commonly used methods that a business analyst, if use can facilitate business transformations and all have imagination, if not scary name:

Help all these impressive acronyms to describe an individual approach; The goal remains the same however: business process engineering, which is incidentally the backbone and the most important basis for any well run company ? regardless of the size be. The optimization process requires human intervention and qualified ideally experienced professionals, revealing.

Interestingly however: in my experience a specialist in the actual technical or scientific process should not the perfect analyst. I am convinced that a consultant, believes that an expert on the subject is not limited, it actually disrupts the project. A successful business analyst must see the entire process with a neutral air flow every organization can understand.

It is helpful to understand how a running live cycle which images such as work is done a business process. The identification of specific sequence of events work on time and place, identified with a beginning, an end, and with clearly defined on and outputs the analyst defects and saving potentials. Critically reflect how a company works usually goes hand in hand with a reorganization and can ? in my experience ? conservative between 10% and save 20% ? without too much to hurt someone.

So this is the perfect Setup: a client prepared, supporting a (Group) qualified business process Analyst(s) with internal process experts form the project team together.

But despite perfect arrangements why do, business process management (BPM) projects so often fail, or at least reach the expected result? We analyze problems, suggest solutions, accompany the transformation, manage the feeling the change, and if not we show it with your finger on the client: domestic politics, nepotism, ignorance, the good people left, incompetence team to implement resistance to change.

I will play not the whistle blower. I had clients who implemented change only the processes that they dared and links the rest ? no wonder that the project failed. Ive learned my lesson: if my name is on the game, see through it of the utmost importance for the implementation phase.

My 25-odd years experience has shown a more rational explanation for outlandish as follows: as soon as we left, we get much chance to see our recommendations for life over a longer period. Pretty much like the taxpayers Association; Write fancy reports, where the taxpayer money is wasted, and by the next year, that that nothing is really changing. Currently I am once done a solution that could solve the problem, I publicly share, review,: a simple, relatively cheap, but practical solution that ensures that the processes are implemented, as defined or amended remain functional.

Source: http://www.siouxfallsscore136.org/help-all-these-impressive-acronyms-to-describe-an-individual-approach.html

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