Customer Focused Process Innovation: Linking Strategic Intent to Everyday Execution is compilation of David Hamme’s thoughts and processes that he uses.

An excerpt from the discussion:

Joe: Why do think we need a process? I mean why do we need a process for innovation, why aren’t we, having that one brainstorming session and putting the post-it notes up and “Boom, let’s go try this.”

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In today’s business vernacular, process improvement efforts are aimed at refining the quality, cost, throughput, or scalability of work. However, limiting the role of processes to merely the foundation for efficiency efforts is a mistake.

Enterprise-wide processes are the unique way by which an enterprise delivers value for its customers. In essence, it is an enterprise’s secret sauce—the roadmap that directs employees on how to consistently deliver a specific product or customer experience. Every enterprise is a collection of processes that work together (and not uncommonly against each other) to produce the enterprise’s outputs.

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Historically process work has focused upon improving the efficiency, cycle time, the quality, or the cost of a specific process. Many of these efforts translate into significant benefits. However there is another aspect of processes that is in rare use today with arguably even greater potential to enhance the fortune of an enterprise. That aspect is to use process management as the means to strategically position an enterprise.

Although not recognized as such, processes are the actualization of strategy. That is, they are the unique step-by-step manner by which an enterprise attempts to create valuable products for its customers on an everyday basis…

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The holiday season means peak crowds for many businesses. Amid the rush, pay attention to each customer. Take every relationship to heart, even when the days seem long. “If you are doing a job and you are watching the clock and wishing you were someplace else, I think you are missing out on a fantastic opportunity,” David Hamme, author of “Customer Focused Process Innovation,” told IBD. Get to …

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While many global organizations are trying to consolidate shared services and setting up global process offices to own end-to-end processes across business units, the role of the GPO often tends to be unclear.  Global process owners frequently find themselves driving change and directing all aspects of the process improvement across business units, without being given a clear formal authority and mandate across all functional and business units involved in the project. A study by Tungsten Network and sharedserviceslink shows that more than half of GPOs find themselves in situations where they do not have the authority to mandate change…

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