In the commercial world there are really only 3 KPIs that matter: Revenue, Cost and Service.

It is necessary to add the “direction” for each of these KPIs which gives us…

- Increased Revenues
- Decreased Costs
- Improved Customer Satisfaction (service)

Of course there are many additional KPIs and measures we may use to determine if we have successfully accomplished a goal and most of these KPIs and measures are at least believed to be supportive of the BIG 3. Yet the ties we choose to believe exist to the BIG 3 often have little grounding in fact. They are perhaps logical and reasonable in how we propose they connect to, affect or support one or more of the BIG 3 but there is no direct, explicit connection.

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CEMM™

The Business Process Management Methodology for creating Enterprise-Wide Transformational Change

The Challenge

There are more pressures on business today than ever before. Cost-based competition presses margins down, which in-turn increases the size of the customer base required in sustaining profit levels.

Businesses are generally bigger than ever before, have become more complicated, have more demands placed upon them (by customers, partners, regulatory agencies, and themselves) and are being pressed to incorporate change at what seems to be an ever-accelerating rate.

Existing strategies, tools and techniques have proven woefully inadequate in addressing these challenges with key issues identified as…

Agility - the ability to rapidly adapt the organization - its methods, work, goods, channels, value proposition, skills and focus - to changes of unknown character, cause or condition…

and…

Efficiency - the ability to accomplish goals with a minimum expenditure of time and effort where goals include; the products and services offered, the master set of interactions with the customer, the indirect work of the organization, the interactions with partners, and the meeting of regulatory and compliance requirements.

The areas of investment that are the current focus of most organizations in respect to this challenge are BPM and SOA however, closer scrutiny of these approaches finds that they hold little long-term benefit in the areas of Agility and Efficiency – that they are, in reality, another tactical move that perpetuates the problem rather than a long-term solution to the challenge of market change.

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I’ve had a pestering, festering feeling that we’re somehow missing the real prize. That we were heading for the stadium but somehow we got stuck in the parking lot with the gate closed…

and we just can’t figure out how to get it open.

But what are we missing?

It’s Like an Iceberg

It’s like the iceberg thing. We work like devils on the stuff we can see but the other part (and that’s where it starts getting interesting) we can’t touch. So what if our understanding of optimization opportunities is like the iceberg? What if we can only “see” the smallest part of the real optimization opportunity?

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As the co-author of the book Customer Expectation Management - Success without Exception and the creator of CEMM (the advanced Method for Business Process Management) I can say with certainty that our (the Bennu Group’s) insights reach beyond the boundaries of where others can go.

Much like explorers of the past, we are on the new frontier and are blazing the trail to a new level of capability in the performance, optimization, alignment and agility of organizational operation. That new frontier is CEM and CEMM, and this is the only place in the world you can find these new methods and techniques.

CEM and CEMM are part of that emerging leadership but we are not stopping there. The Certified Process Professional program is already extending the concepts of CEM and CEMM in to more new territory, where the concepts of Customer-centricity, Outside-In, SCOs, process Points of Failure, Causes of Work and the 21st Century Value Chain are quickly becoming highly actionable management practices and operating techniques. The vision is broad, the rewards outstrip the imagination and our commitment to deliver this thought leadership as directly actionable methods and techniques unwavering. That’s good news for us all.

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As we scurry about in our business ventures/adventures, fixing all of the broken-down structures and systems left over from “them” (the nebulous shadow-folk that created all THIS MESS), are we aware that we (you and me) may actually be Causes of Work that are unconsciously erecting barriers to our own goals?

No way Terry. We’re fixing things, unraveling the mess. We’re not causing work we are increasing performance and optimizing processes. We’re reducing work, not causing it!

But are you so sure?
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