Process Optimization In Action


Let me return to the example of Rauha Communications from Ch. 5. This example shows how process optimization acts as a vital conduit between business model definition and technology automation. First, Rauha Communications' project team will examine their as-is processes to understand how the company currently supports its customers and to uncover inefficiencies , dependencies, and opportunities for improvement. Next, the team will perform a gap analysis for the customer support process to flesh out the functional requirements that will meet the objectives of the business scenario models and ultimately drive technology automation. Finally, process optimization provides the project team with visibility into unforeseen changes so that they can proactively respond as change ripples down from the business model.

Examine the As-Is Process Environment

Taking a cue from the goals outlined in the to-be business scenario model, process analysts assigned to Project Alpha begin to examine the existing process environment to see what changes will be required. The goals outlined in each business scenario model help them to prioritize and to concentrate their efforts on potentially impacted processes. The bulk of their analysis focuses on sub-processes of the Manage Customers process in order to transform customer support operations into a 24- hour solution center. However, the ancillary business goal ”to increase revenue by cross- and up-selling to existing customers ”prompts them to also look at the high-level Market, Sell, and Manage Store Operations processes. The process analysts enlist the aid of company business professionals who possess detailed knowledge about the processes in question. Because these domain experts are responsible for managing or executing the affected processes, it is essential that the process analysts solicit their guidance and buy-in as they examine and redesign Rauha's process model. Figure 6.5 shows the various domain experts involved in recommending and specifying process improvements.

Figure 6.5. Four domains and four processes that are decomposed during Project Alpha

The cross-functional analysis of as-is processes highlights that Rauha Communications has redundant data capture and storage activities occurring throughout the various functions (customer support, marketing, sales, and retail operations). The project team determines, therefore, that they should streamline the data entry, access, and maintenance activities for the various domains to eliminate this inefficiency.

Next, the team decides to use industry best-practice CRM templates to facilitate their design of the to-be process models. This helps the process analysts and domain experts to envision opportunities to innovate such as self-service Web capabilities, online customer support chat sessions, and targeted Web promotions. Based on this input, the team identifies several new, automated activities that will be necessary to operationally support these recommendations.

The process analysts then redesign aspects of the following processes to accommodate all of the specified improvements: Market (Manage Pricing and Promotions, Measure Customer Satisfaction); Sell (Manage Customer Accounts); Manage Store Operations (Manage Customer Records); and Support Customers (Fulfill Customer Service Requests, Process Transactions & Inquiries, Suggest Products & Services, Maintain Customer Accounts). Through the use of swim lanes , they are also able to pinpoint the interactions and dependencies between functional domains, such as marketing and customer support for integrated cross- and up-selling activities.

Perform Gap Analysis and Determine Requirements

After completing the to-be process scenario models, the project team performs a gap analysis between the desired and existing process environments. The project team calls upon the IT analysts in their company to jointly assess the impact that the proposed changes might have on company operations and technology infrastructure. This helps the team arrive at more accurate conclusions concerning the feasibility, benefit, cost, and risk of pursuing each option. Their analysis reveals that there must be seamless integration between call center and online customer support in order to uphold the business pledge of improving customer service. Otherwise, Rauha Communications runs a high risk of alienating loyal customers that are already accustomed to prompt and reliable service.

Moving forward from the initial functional requirements, the team continues to assess the implications of change and to flesh out requirements that will drive the selection and development of supporting technology. Through this approach, they eliminate unfeasible or out-of-scope requirements and prioritize the remaining requirements. For instance, intelligent routing and a searchable, online solution knowledgebase are identified as non-negotiable items, while online chat is tagged as a low priority, and customer satisfaction surveys that are based on interactive voice response (IVR) technology are dropped entirely. It is also known from business model definition that the marketing manager would like to synchronize promotional campaigns with cross- and up-selling efforts. The IT analyst proposes targeting promotional messages at specific customer segments during any online sessions the target customer conducts at the company's Web site and so this requirement is also added. The team continues along in this fashion, developing the full complement of functional requirements that they anticipate needing at this juncture. From all of those requirements, they identify a few non-negotiable requirements that are key to the initiative's success (see Fig. 6.6):

- Integrate information from each touch point and product into a single, unified view of the customer

- Restrict access to all online customer support functions according to unique customer identification attributes (e.g. wireless phone number, password)

- Allow customers to search the online solution knowledgebase for self-assisted tutorials and installation, usage, and troubleshooting information

- Provide customers with the ability to send email and online inquiries to customer support

- Automatically acknowledge receipt of inquiry and send acknowledgment to customer via email or wireless device

- Intelligently route customer inquiries to the appropriate support representatives based on customer profile, type of request, time zone, and integrated request queuing

- Display promotional offers during online customer support session based on customer profile

Figure 6.6. A process flow for the Fulfill Customer Service Requests sub-process and some associated functional requirements

This collaborative process optimization approach allows Rauha Communications' project team to achieve consensus and buy-in from the company's process owners, while at the same time giving these stakeholders from the business a sense of ownership over the outcome. Allowing process owners to approve or veto process design early on in the process, increases the likelihood that process changes will be accepted after they have been implemented. In addition, the development of accurate, prioritized functional requirements in easy-to-understand terms provides software developers and system architects with the essential guidance they need to successfully map technology choices to end- user needs.



The Alignment Effect. How to Get Real Business Value Out of Technology
The Alignment Effect: How to Get Real Business Value Out of Technology
ISBN: 0130449393
EAN: 2147483647
Year: 2001
Pages: 83
Authors: Faisal Hoque

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