1. Ghosts of BPM
1.1. past
1.1.1. Hammer and Champy
1.1.2. mass production
1.1.3. forgot the people
1.1.4. downsizing
1.2. present
1.2.1. mass confusion
1.2.2. too many books, consultants, methods
1.3. future
1.3.1. engaged customers
1.3.1.1. Toyota commercial
1.3.1.1.1. building own car
1.3.1.1.2. value is protecting the environment
1.3.1.2. Penske / Saturn example
1.3.1.2.1. push production to customer
1.3.2. empowered front line
1.3.3. fit to purpose
2. Lean principles shape new world of process improvement
2.1. BPM Past
2.1.1. standardized (6sig)
2.1.2. ROI
2.1.3. waterfall
2.1.4. on-premise
2.2. Lean Future
2.2.1. flexible
2.2.2. value
2.2.3. agile
2.2.4. cloud
2.3. Lean Process Improvement
2.3.1. waste gone
2.3.2. value up
2.3.3. flexibility up
3. "Fit-to-purpose" scale
3.1. AI - Download scorecard
3.2. LPI2- (Approach/Stategic Intenet) x 10
3.2.1. < 10 - Anemix
3.2.2. 10-20 Lean
3.2.3. > 20 - Bloated
3.3. Two axis
3.3.1. Approach
3.3.1.1. methodology
3.3.1.2. tools
3.3.1.3. roles
3.3.2. Strategic intent
3.3.2.1. purpose
3.3.2.2. intent
4. Examples
4.1. Irish Life
4.1.1. MIDAS for BPM
4.1.2. video
4.2. Serena
4.2.1. Lean BPM Visual Designer
5. Improvement Plan
5.1. diagnose
5.1.1. use Forrester's "Fit-to-purpose" scale
5.2. prescribe
5.2.1. bloated
5.2.1.1. connect process to strategy
5.2.1.2. eliminate waste from tech portfolio
5.2.2. anemic
5.2.2.1. beef up process governance
5.2.2.2. skill up process improvement talent pool
5.3. customize
5.3.1. tailor process methodology
5.3.2. assess skills gaps
6. Game Plans
6.1. CIOs
6.1.1. Connect process improvement to value drivers
6.1.2. Broaden talent pool of process analysts
6.1.3. Eliminate waste from your BPM technology portfolio
6.2. Process Professionals
6.2.1. Put initiative on the "fit-for-purpose" scale
6.2.2. Tailor process methodology to fit specific environment
6.2.3. Adopt agile approaches
6.3. IKM, EA, App Dev
6.4. Key recommendations
6.4.1. Lean process improvement eliminates waste
6.4.2. Assess "fit to purpose"
6.4.3. Develop a game plan