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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Because of the breadth and size of our global business community, we here at the BPMG are often exposed to questions from real-world experiences that deal with practitioner issues missed by others. Recently a very interesting subject came to light, one that is very real – but also very difficult to answer.

In the Budget Airline example in the previous article, we went through the process of defining a successful customer statement. This statement clearly tells us what we must do to produce a Successful Customer Outcome for our target customers.

What have we actually created with this statement? Well, the successful customer statement gives us both the elements of the successful customer outcome as well as the requirements definition for our supporting business process. The next step is to transform this statement into a business process we can use to fulfill the requirements of the statement and to manage, monitor and optimize this core business process of our business.