Gemini

1
Geminis Innovation-Driven Process Reengineering
ApproachA Component of Market-Focused
Reengineering
Version 1.1
1993 Gemini Consulting, Inc. Proprietary and
confidential. Reproduction with express
permission only.
September 29, 93
2
Geminiís Market Focused Reengineering Offering
Includes Ten Key Elements
5 Integration (Work Architecture)

CONSTRUCT/Systems Design and Implementation
4 Market Focus
7 Process Reengineering
10 Reskilling Infra-structureRenewal
Process Visioning
Process Concep- tualization
Process Design
Implement- ation Planning
Implement- ation Execution
3 Strategic Goals Measurements
6 "Early Wins"
2 Technology IT Strategy
8 BenchmarkingService Offering
9 Activity-BasedManagement
1 Client Partnering Mobilization
3
Our Core Process Reengineering Methodology
Focuses Primarily on Three of these Elements
5 Integration (Work Architecture)

CONSTRUCT/Systems Design and Implementation
4 Market Focus
7 Process Reengineering
10 Reskilling Infra-structureRenewal
Process Visioning
Process Concep- tualization
Process Design
Implement- ation Planning
Implement- ation Execution
3 Strategic Goals Measurements
6 "Early Wins"
2 Technology IT Strategy
8 BenchmarkingService Offering
9 Activity-BasedManagement
1 Client Partnering Mobilization
4
Geminiís Client Partnering and Mobilization Model
Provides Insight into our Unique Approach in this
area
Systemic View
ï How ìBehaviorsî ï Model Change ï Gemini
Consultant as ìLeadî
ï Knowledge ï Behavioral Skills ï ìThoughtî
Processes
Gemini Consultant
ï Knowledge ï Behavioral Skills ï ìThoughtî
Processes ï Role Model for Change
Client As Consultant - Results Transfer
Client Participation
ï Client Ownership ï Peer Relationship ï Trust/Dis
closure
ï Client as Lead ï Decision-Making ï Client
Teaches/ Implements ï Client Based ï Training
Client Enablement
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5. Integration
5. Integration
5.1 Understand
5.2 Frame
5.3 Prioritize
5.4 Manage

• Purpose To focus on ensuring reengineering
  efforts, process improvement activities, business
  initiatives (such as TQM), and business
  objectives are integrated, consistency
  maintained, and a smooth transition occurs as
  the reengineered process(es) are implemented
• Deliverables/Results An integrated,
  well-structured reengineering program aligned
  with business objectives and consistent with
  process improvement streams and business
  initiatives
• Key Activities Form and on-board Integration
  Team
• Understand major processes and change
  opportunities
• Frame a high-level view of business activities
• Prioritize process change opportunities
• Create process change teams
• Manage process change efforts
• Note Many of the key integration activities may
  be completed during the AD efforts leading up to
  the project start
• Key Tools/Diagnostics Benchmarking Service
  Offering Project Management
• CONSTRUCT Decision Modeling
• Value Chain Analysis Cost/Benefit Analysis
• Benefits Tracking

SM
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5. Integration - Client Partnering
Critical Success Factors

• Gemini, top client, key executives and their
  direct reports all share a clear and common
  understanding of the goals, objectives, logic,
  methodologies and schedule of the reengineering
  project.
• Formation of, and team building with, Executive
  Steering Committee (ESC) early in project
• Effectively managed ESC and Core Team meetings
• Team structure (roles, responsibilities, etc.)
  jointly (Gemini and client) defined and agreed
  upon
• Frequent prepositioning/one-on-one coaching of
  ESC team members

Key Activities Requiring Partnering

• Assist client in rationalizing existing
  improvement efforts
• Help client understand reengineering process and
  assist in identifying and prioritizing
  opportunities for reengineering
• Identify ESC members
• Conduct Executive prepositioning meetings around
  project scope/deliverables, goals and objectives
• Conduct joint team training (Gemini results
  delivery team plus key client work-withs)
• Introduce ìpartneringî model (page 4) ñ Process
  consultation
• Managing change and resistance ñ PS/TB
• Conflict resolution ñ Trust formula
• Effective meeting management
• Begin to create overall organization leadership
  model
• Begin to model and introduce effective change
  behaviors
• Begin client expectations exchange. Emphasize
  clientís full, daily involvement
• Assess organizational and corporate culture
• Develop individual coaching plans for key
  executives and assign coaches/mentors from Gemini
  team
• Determine appropriate industry content/process
  knowledge required
• Develop processes to assess level of client
  ownership and buy-in
• Help client understand the Gemini MFR process
• Facilitate Executive Steering Committeeís
  selection of core management team to monitor
  project workstreams
• Train core team in natural work team (NWT)
  methodologies

T 1/RxCxI Trust is inversely proportional to
the risk, and directly proportional to the level
of credibility and intimacy established
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5. Integration - Client Partnering (cont.)
Key Insights

• Add value quickly -- demonstrate content
  knowledge, offer insight into client operations,
  demonstrate value of process consultation
• Focus on developing mutual respect and
  understanding at this stage. Be honest. Listen
  actively. Be candid, but supportive.
  Demonstrate that you care and understand. Value
  the client as a partner
• Be relentless in your learning about the
  clientís
• Business, politics, culture, personal aspirations
• Introduce and model effective change management
  behaviors at every opportunity
• Inspire confidence and credibility through
  behavior and performance
• It is important to develop a mechanism to assess
  the level of client ownership and buy-in
• Executive Steering Committee will probably be the
  most senior members of the client and may include
  representatives from first line managers and
  staff
• Ideally the top client should be the team leader
  of the Executive Steering Committee. If not, a
  direct report can be the leader and the top
  client can be the Executive Champion
• The joint team training is best conducted
  off-site with informal team building activities
  (dinners, golf, etc.) ideally during week one of
  the project
• A highly credible and experienced facilitator is
  required for the joint team training. One
  alternative is to use a series of ìguest
  speakersî like GSW
• The use of a formal client coaching matrix will
  help clarify responsibilities and frequency of
  contact for the Gemini team
• The ESC and Core Team should be in place ASAP,
  ideally by end of week one
• Have ESC/Core Team representation at joint team
  training (ideally, the top client can visit Day 1
  to provide personal endorsement and support)
• Account Manager should meet with all ESC members
  one-on-one to exchange expectations of project
  prior to first team meeting
• Get a commitment up front for a regular meeting
  time. Have the ESC put the meeting on their
  calendar, then change/cancel by exception
• Push process, but not too fast. Senior
  management teams are typically slower to adopt
  Gemini processes than other teams. Hold them to
  the same standards as NWTs, but be prepared to
  take 6-8 weeks to raise their awareness of and
  skills in managing their meetings and problem
  solving processes. Remember, theyíre only
  getting a chance to practice these skills once a
  week. If you rush them it can be a turn-off

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5. Integration - Client Partnering (cont.)
Key Insights (cont.)

• One-on-one sessions with the clients are where
  the relationships are really nurtured. Do lots
  of private coaching and prepositioning on
  important issues
• The process should be an experiential one versus
  just ìa Gemini meetingî. Work early to
  identify/provide roles for ESC members to play
• Make the ESC membersí administrative assistants
  your partners. These assistants can be a
  tremendous help in getting you on their bossís
  calendar, handling logistics for you, etc. Get
  to know them, treat them with respect, and try to
  make their lives easier when you can
• Do not engage in potential win-lose disagreements
  with the client over who gets ìcreditî for the
  benefits. Our job is not to ìproveî Gemini
  caused the benefits, but to have the benefits
  occur! It will ultimately be more of a win-win
  to have the client ìownî the benefits from the
  beginning
• On Team Member Selection
• Jointly determine the criteria for Process
  Reengineering team membership with the Core Team
  and, if necessary, input from the ESC
• Select team members who
• Are the future leaders of the business
• Are respected by the organization for their
  technical and personal skills
• Are knowledgeable of the organizationís resources
• Can think ìout-of-the-boxî
• Where possible, try to have Process Reengineering
  team champions at the ESC level

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5.1 Integration - Understand
5. Integration
5.2 Frame
5.3 Prioritize
5.4 Manage
5.1 Understand

• Purpose To develop a full understanding of the
  opportunities for process change, identify the
  key levers and dimensions of change to be
  utilized during the reengineering and/or process
  improvement effort, and establish the high-level
  process performance indicators (PPIs) for the
  reengineering project
• Deliverables/Results Overall assessment of
  process change opportunities and implications
• Establishment of key high-level process
  performance measures and objectives
• Levers and dimensions of change identified
• Identification of current client initiatives and
  their potential impacts
• Understanding of relationships between stream,
  project, and business performance measures
• Key Activities Review and validate AD findings
  and business case focusing on short, medium, and
  long term implications
• Understand previous consulting project efforts
  (client specific and general industry) and client
  business initiatives that are likely to impact
  the project
• Develop/refine high-level objectives for
  performance, cost, customer measures, etc.
• Identify the key levers/dimensions of change to
  be utilized both opportunities and constraints
• What technologies can be considered and are there
  constraints on their application?
• Can partnerships and customer/supplier
  arrangements or relationships be pursued?
• Are there constraints on organization, skill
  sets, or reward structures?
• What flexibility exists for the process
  relationships and process structure?
• Develop an initial benchmarking approach to
  support process change efforts

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5.1 Integration - Understand (cont.)
5. Integration
5.2 Frame
5.3 Prioritize
5.4 Manage
5.1 Understand

• Tools/Diagnostics Process Flow
  Analysis Benchmarking Service Offering
• Initiative Rationalization
• Optional Create a Methodology Center for
  integration, education, documentation, and
  project management
• Develop high-level concept models to identify
  paradigm shifts
• Create high-level views of process
  characteristics and performance with respect to
  industry and cross-industry approaches

Note A Methodology Center is an effective
approach to the distribution and management of
methodologies, tools, and techniques used during
the reengineering effort. Advantages for the
client include consistency of implementation,
central location for Gemini expertise, and the
creation of an innovative environment to shape
and enhance approaches. Advantages to Gemini
include central point of contact and control
for approaches, tools, and techniques, single
point of contact between the firm and the
project, and a formal mechanism to capture and
document key lessons and enhancements of methods.
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5.2 Integration - Frame with Work Architecture
5. Integration
5.1 Understand
5.3 Prioritize
5.4 Manage
5.2 Frame

• Purpose To create a high-level model of the
  fundamental work activities of the business. The
  model is a fundamental framework of the business
  in support of improvement and innovation
  activities. CONSTRUCT provides an
  integrating framework for the work activities and
  supporting information needs
• Deliverables/Results High level work
  architecture
• Process map (core and support)
• Process linkage diagram
• Dictionary of terminology
• Key Activities Build work architecture (5-7
  levels)
• Identify Mid-Level lifecycle
• Develop process flows (Should-Be)
• Analyze major/core processes (trigger and end
  result)
• Define key linkages between processes
• Develop total process map (core and support
  processes)
• Tools/Diagnostics CONSTRUCT Value Chain Analysis

SM
SM
Note The construction of a Conceptual Model
during the Direction Setting phase is required
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5.3 Integration - Prioritize
5. Integration
5.1 Understand
5.2 Frame
5.4 Manage
5.3 Prioritize

• Purpose To determine the order and degree of
  process reengineering activities and establish
  objectives, time-frame, and project management
  approaches
• Deliverables/Results Prioritized process change
  efforts with objectives, time-frames, and
  associated benefits
• Project management approaches established
• Teams identified, charters strawmodeled, roles
  and responsibilities defined
• Overall understanding of process impacts and
  integration issues
• Key Activities Develop decision model framework
  for process changes based on impact, importance,
  cost, value, time, degree
• Finalize objectives and approach
• Identify teams, establish roles and
  responsibilities, and create strawmodel charters
• Tools/Diagnostics Decision Modeling Responsibili
  ty Charting (RACI)
• Cost/Benefit Analysis

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5.4 Integration - Manage
1. Integration
5.1 Understand
5.2 Frame
5.3 Prioritize
5.4 Manage

• Purpose To manage process improvement/reengineer
  ing activities, ensure schedule commitments are
  being met, expected results achieved, and
  benefits are tracked. Provide additional support
  via tools techniques, content requirements, and
  address organizational, human factor, etc. issues
• Deliverables/Results Well managed process
  reengineering project
• Benefits and results identified and tracked
• Approach and lessons documented
• Key Activities Support development and tracking
  of team schedules
• Provide training and content expertise as
  required
• Act as a focal point for results and lessons
• Manage overall integration issues across teams
• On-going tracking of benefits
• Tools/Diagnostics Project Management

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6. ìEarly Winsî
6. ìEarly Winsî

• Purpose To provide the near-term benefits
  associated with quickly implementable process
  improvements to help generate client enthusiasm
  and buy-in for the longer-term reengineering
  program
• Expected Result A sufficient realization of
  near-term benefits to set the foundation for the
  full reengineering effort
• Key Activities Identification of Early Win
  opportunities in the first week of process
  reengineering efforts
• Implementation of early Quick Hits coupled with a
  continuous effort to surface others
• Continual monitoring to assure that the Quick
  Hits identified are not in conflict with the
  longer term reengineering direction
• Key Tools/Diagnostics Process Improvement

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6. ìEarly Winsî - Client Partnering
Critical Success Factors

• To have identified realistic, achieveable
  opportunities, at project inception (i.e., during
  the AD), for realizing immediate, quantifyable
  benefits
• Benefits must be achieved early in the process

Key Activities Requiring Partnering

• Assist the client in quantifying the potential
  benefits to be driven by early wins
• Develop implementation plans for each early win
  and help the client through implementation

Key Insights

• Take on the responsibility for implementation --
  role model ìhow toî implement for the client
• Show a sense of urgency in meeting deliverables
  -- be driven
• Do not engage in potential win-lose disagreements
  with the client over who gets ìcreditî for the
  benefits. Our job is not to ìproveî Gemini
  caused the benefits, but to have the benefits
  occur! It will ultimately be more of a win-win
  to have the client ìownî the benefits from the
  beginning

16
7. Process Reengineering
7. Process Reengineering
7.2 ProcessConceptualization
7.3 ProcessDesign
7.4 ImplementationPlanning
7.1 ProcessVisioning
7.5 ImplementationExecution

• Purpose To analyze the current business process
  environment and create reengineered processes
  with the intent of realizing step-change
  improvement. A Process Reengineering stream is
  undertaken for each process targeted for
  improvement. Overall context and integration is
  provided by the Integration Team
• Deliverables/Results Completed To-Be models
• Strategies and plans for implementing all aspects
  of the To-Be models including processes and
  policies, organization, roles and
  responsibilities, and performance measures.
• Buy-in/commitment of To-Be models and
  implementation plans across the organization
• (see each sub-phase for key activities and
  tools/diagnostics)

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7.1 Process Visioning
7. Process Reengineering Streams
7.2 ProcessConceptualization
7.3 ProcessDesign
7.4 ImplementationPlanning
7.1 ProcessVisioning
7.5 ImplementationExecution

• Purpose To create an overall vision for the
  process reengineering effort including
  potential enablers, constraints, key design
  characteristics, and customer needs
• Deliverables/Results Objectives and attributes
  for the processes targeted for reengineering
• Constraints and potential implementation barriers
  identified and prioritized
• Customer needs by segment identified and assessed
• Key process design criteria and high-level PPIs
  defined
• Key Tools/Diagnostics Benchmarking Service
  Offering Customer Needs Analysis

7.1.1 Initiate Process ReengineeringWork
Teams 7.1.2 Conduct Best Practices
Benchmarks 7.1.3 Understand Customer
Needs 7.1.4 Conduct Innovation Workshops 7.1.5 Ide
ntify Design Parameters and Constraints 7.1.6 Deve
lop Key Design Criteria and PPIs
Note Development of a process vision may be
driven by either Direction Setting such as
Balanced Scorecard or augmented by Enhancement
Methodologies such as Activity Based Management
(ABM) or Building a Market-Focused Organization
(BMFO)
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7.1 Process Visioning - Client Partnering
Critical Success Factors

• Agreement upon a well articulated vision
  statement on the reengineering effort which is
  linked to an integrated template detailing the
  interdependent efforts required to realize that
  vision
• Putting a ìstake in the groundî having well
  defined objectives, performance measures and
  targets

Key Activities Requiring Partnering

• Validate Process Reengineering team charters and
  communication roll-out plans (use clientís
  existing communication mechanisms wherever
  possible)
• Train Process Reengineering teams NWT
  methodology, process consultation, Process
  Reengineering methodology, PS/TB, meeting
  effectiveness
• Identify and nurture influencers within teams
• Assess effectiveness of each teamís
  approach/scope, project schedules, roles and
  responsibilities and communications plans
• Assist client in developing a reengineering
  template
• Schedule periodic reviews with the ESC

19
7.1 Process Visioning - Client Partnering (cont.)
Key Insights

• On Managing Expectations
• Manage client expectations around the
  reengineering effort -- donít oversell though --
  over deliver!
• Continually refresh and rework these expectations
• Be sure to validate each Process Reengineering
  team charter and communication plan with the Core
  Team
• If the complexity and magnitude of the project
  are high enough, one option is to have a separate
  communications NWT that will have responsibility
  for communicating all teamís plans

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7.1.1 Initiate Process Reengineering Work Teams
7.1 Process Visioning
7.1.2 Conduct Best Practices Benchmarking
7.1.3 Understand Customer Needs
7.1.4 Conduct Innovation Workshops
7.1.6 Develop Key Design Criteria and PPIs
7.1.5 Identify Design Parameters and Constraints
7.1.1 Initiate Process Reengineering Work Teams

• Purpose To kick-off Process Reengineering teams
  including charter, roles responsibilities, and
  training of team
• Deliverables/Results Process Reengineering Work
  Teams are established including charter, roles
  responsibilities, and scope
• Teams are trained in use of relevant Process
  Reengineering tools and techniques
• Each team has undergone team effectiveness
  training
• Project direction, scope, expectations, and
  time-tables have been articulated to each Work
  Team
• Key Activities Obtain input from the
  Integration Team
• Refine work stream approach and charter
• Define scope of the As-Is process to be analyzed
  (improvement/redesign) or establish boundaries
  for To-Be process (reengineering/innovation)
• Conduct team training
• Process design/reengineering tools/techniques
• Team effectiveness and process tools/techniques
• Develop initial vision of how the process should
  look and address customers, and interfaces
• Develop initial benchmarking approach
• Tools/Diagnostics

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7.1.2 Conduct Best Practices Benchmarking
7.1 Process Visioning
7.1.1 Initiate Process Reengineering Work Teams
7.1.3 Understand Customer Needs
7.1.6 Develop Key Design Criteria and PPIs
7.1.4 Conduct Innovation Workshops
7.1.5 Identify Design Parameters and Constraints
7.1.2 Conduct Best Practices Benchmarking

• Purpose Dependent upon the benchmarking
  strategy and the level of improvement vs.
  innovation required
• Identify best practice targets for processes
  and/or sub-processes (both within industry and
  cross-industry)
• Identify PPIs for similar processes
• Benchmark technology used for similar purposes
• Benchmark organization/human resource structures,
  and facilities, for similar processes or
  environments
• Deliverables/Results Best practice benchmarks
  for each sub-process area
• Identified gaps between Best Practices and
  current processes/sub-processes
• Key Activities Build client understanding of
  the role of benchmarking in reengineering
• Conduct high-level benchmarking in each process
  area
• Scan literature, data bases and other public
  domain sources
• Review internal best practices and relevant
  KPIs/PPIs
• Select Best-In-Class targets for each sub-process
  area
• Verify with client champion(s)
• Conduct primary research (i.e., site visits and
  telephone interviews)
• Summarize findings

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7.1.2 Conduct Best Practices Benchmarking (cont.)
7.1 Process Visioning
7.1.1 Initiate Process Reengineering Work Teams
7.1.3 Understand Customer Needs
7.1.6 Develop Key Design Criteria and PPIs
7.1.4 Conduct Innovation Workshops
7.1.5 Identify Design Parameters and Constraints
7.1.2 Conduct Best Practices Benchmarking

• Key Activities (cont.) Perform gap analysis for
  each sub-process component
• Utilize benchmarks to help validate process
  change recommendations
• Team Structure Benchmarking task team comprised
  of overall benchmarking coordinator from the core
  team and a designated benchmarking resource from
  each reengineering workstream
• Tools/Diagnostics Benchmarking Service Offering
  Best Practices Data Base
• Internal Benchmarking Clearinghouse (IBC) Gemini
  Support Centers

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7.1.3 Understand Customer Needs
7.1 Process Visioning
7.1.1 Initiate Process Reengineering Work Teams
7.1.2 Conduct Best Practices Benchmarking
7.1.6 Develop Key Design Criteria and PPIs
7.1.4 Conduct Innovation Workshops
7.1.5 Identify Design Parameters and Constraints
7.1.3 Understand Customer Needs

• Purpose To gain the customer perspective of the
  process being reengineered. For internal
  customers, sessions can be held to clearly
  determine customers needs and requirements. For
  external customers, an understanding of their
  business should be gained through Customer Needs
  Analysis and/or BMFO techniques
• Deliverables/Results Segmentation of customers
  along several dimensions such as product,
  profitability, size, technical sophistication,
  etc.
• Results from customer interviews and workshops
  focused on understanding their business, their
  use of the process output, and the process
  interface(s)
• The customer vision of the process being
  reengineered
• Key Activities Segment customer by product,
  profitability, and size
• Administer customer interviews ensuring coverage
  across all key segments, collecting knowledge of
  their business, their use of the process output,
  and their technical sophistication
• Administer customer workshops to better
  understand the customer use of the process output
  and their business
• Document and discuss results to gain the customer
  vision of the process being reengineered
• Tools/Diagnostics Customer Needs Analysis BMFO
• Organizational Interface Study

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7.1.4 Conduct Innovation Workshops
7.1 Process Visioning
7.1.1 Initiate Process Reengineering Work Teams
7.1.2 Conduct Best Practices Benchmarking
7.1.3 Understand Customer Needs
7.1.6 Develop Key Design Criteria and PPIs
7.1.5 Identify Design Parameters and Constraints
7.1.4 Conduct Innovation Workshops

• Purpose To create an innovative environment and
  enhance creative thinking through topical-based
  workshops centered around leading edge thinking
  on technology or organization. Innovation
  workshops help drive ìout-of-the-boxî thinking
  by leveraging subject matter experts
• Deliverables/Results A reengineering or design
  team well versed in leading-edge technology and
  organizational thinking with a focus on
  applicability in the client environment
• Key Activities Identify topics and subject
  matter experts
• Develop workshop agenda and format
• Conduct workshop(s)
• Summarize and document workshops with specific
  focus on applicability of ideas within client
  environment
• Tools/Diagnostics Innovation Workshop Guidelines

25
7.1.5 Identify Design Parameters and Constraints
3.1 Process Visioning
7.1.1 Initiate Process Reengineering Work Teams
7.1.2 Conduct Best Practices Benchmarking
7.1.3 Understand Customer Needs
7.1.6 Develop Key Design Criteria and PPIs
7.1.4 Conduct Innovation Workshops
7.1.5 Identify Design Parameters Constraints

• Purpose To identify key design parameters which
  will impact the reengineering effort. Enablers
  and constraints may be in the form of
  technology, information, organization, skills,
  customer/supplier relationships, etc.
• Deliverables/Results Identified and documented
  enablers for reengineering the selected
  process(es)
• Identified and documented constraints on
  reengineering activities or design of the
  process(es)
• Key Activities Brainstorm potential enablers
  and constraints
• Research each identified enabler and constraint
  to assess the opportunity and impact
• Determine which enablers and constraints will be
  accepted
• Tools/Diagnostics

26
7.1.6 Develop Key Design Criteria and PPIs
7.1 Process Visioning
7.1.1 Initiate Process Reengineering Work Teams
7.1.2 Conduct Best Practices Benchmarking
7.1.3 Understand Customer Needs
7.1.5 Identify Design Parameters and Constraints
7.1.4 Conduct Innovation Workshops
7.1.6 Develop Key Design Criteria and PPIs

• Purpose The final step in the development of a
  process vision. Intended to articulate the
  high-level design criteria and process
  performance indicators (PPIs) which will drive
  the detailed process design. Design criteria
  can take the form of constraints and/or enablers
  or customer requirements which will need to be
  met. PPIs describe the measures which determine
  quality of the resulting processes
• Deliverables/Results High-level design criteria
  documented and validated
• High-level PPIs documented and validated
• Key Activities Identify and document design
  criteria
• Identify and document PPIs
• Tools/Diagnostics

27
7.2 Process Conceptualization
7. Process Reengineering Streams
7.2 ProcessConceptualization
7.3 ProcessDesign
7.4 ImplementationPlanning
7.1 ProcessVisioning
7.5 ImplementationExecution

• Purpose To analyze the current situation
  regarding processes to be reengineered while
  utilizing Benchmarking to identify best practices
  and assuring alignment with the high-level work
  architecture
• Deliverables/Results Validated As-Is process
• Identified performance gaps relative to internal
  and external processes
• Characteristics of the To-Be process(es)
  developed
• Key Tools/Diagnostics Responsibility Charting
  (RACI) Process Flow Analysis

7.2.1 Define Analyze As-Is Processes,
Sub-Processes 7.2.2 Identify/Document Current
PPIs 7.2.3 Understand As-Is Organization 7.2.4 Und
erstand Existing Systems/Technology 7.2.5 Identify
and Understand Key Cost Drivers 7.2.6 Map As-Is
Processes to Work Architecture 7.2.7 Validate
As-Is Process and Refine To-Be Characteristics
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7.2 Process Conceptualization - Client Partnering
Critical Success Factors

• Extensive validation of current As-Is processes
  and To-Be opportunities carried out at multiple
  levels within the organization

Key Activities Requiring Partnering

• Train Process Reengineering teams in Brown Paper
  methodology
• Conduct multiple prepositioning meetings with key
  clients to validate As-Is processes across the
  organization
• Revalidate as Brown Paper changes/develops
• Help the client define characteristics of the
  To-Be process

Key Insights

• On Analyzing the As-Is
• Defining and analyzing the As-Is processes is an
  early and key opportunity to build trust with the
  client. It is high credibility and low risk for
  the client while focusing on increasing intimacy
  with Gemini (T 1/R x C x I)
• A careful balance is required to avoid ìanalysis
  paralysisî by over-detailing the As-Is systems,
  while maintaining the necessary level of detail
• Be sensitive to subtle resistance by the client
  wanting to stay with the As-Is and continue to
  detail it (which is relatively safe and requires
  little change) before going on to the To-Be
  (which is less safe and requires more change)
• On Developing the To-Be
• Ensure that team members are ìunfrozenî before
  exposing them to new ideas to be heard
• Provide relevant benchmarking information ñ Encour
  age client to attend seminars
• Provide examples of successful implementation
• Get the team to think out-of-the-box and not look
  only at direct competitors. One way to do this
  is to have them think about the
  characteristics/features of their To-Be, then
  identify companies that are world class in that
  characteristic to use as a benchmark. For
  example, if ìpush accountability downî is a key
  process element, then Gore-Tex may be a company
  you want to look at, since they are known for
  pushing accountability down
• Try to get emotional issues (ìI donít want to be
  the cause of someone losing their job . . .î) out
  on the table early and demonstrate the value of
  discussing all issues openly

29
7.2.1 Define and Analyze As-Is Processes and
Sub-Processes
7.2 Process Conceptualization
7.2.2 Identify / Document Current PPIs
7.2.3 Understand As-Is Organization
7.2.4 Understand Existing Systems/Technology
7.2.5 Identify and Understand Key Cost Drivers
7.2.6 Map As-Is Processes to Work Architecture
7.2.7 Validate As-Is Process and Refine To-Be
Characteristics
7.2.1 Define Analyze As-Is Processes,
Sub-Processes

• Purpose To thoroughly understand and document
  the As-Is process as a baseline for change
• Deliverables/Results Completed As-Is process
  model
• Sub-processes documented and understood
• Key Activities Conduct client orientation on
  As-Is process development
• Review Process Flow Analysis guidelines and
  conduct training
• Develop ìstrawmodelî sub-process area definitions
• Schedule and communicate brown papering events
• Develop ìAs-Isî model
• Lay out high-level work steps (for each
  sub-process area)
• Develop work activity steps for each sub-process
  area
• Define/identify work activity linkages
• Identify inputs and outputs and information
  requirements for each work activity
• Document As-Is conditions in each sub-process
  area
• Conduct self-assessment of strengths and
  weaknesses/opportunities
• Document key findings
• Conduct formal and informal one-on-one sharing of
  sub-processes with stakeholders
• Build/refine dictionary of terminology
• Team Structure As-Is analysis Natural Work Team
  working under the guise of the overall
  reengineering workstream
• Tools/Diagnostics Process Flow Analysis

30
7.2.2 Identify and Document Current As-Is PPIs
7.2 Process Conceptualization
7.2.3 Understand As-Is Organization
7.2.4 Understand Existing Systems/Technology
7.2.5 Identify and Understand Key Cost Drivers
7.2.6 Map As-Is Processes to Work Architecture
7.2.7 Validate As-Is Process and Refine To-Be
Characteristics
7.2.1 Define Analyze As-Is Processes,
Sub-Processes
7.2.2 Identify / Document Current PPIs

• Purpose To identify and document measures being
  used in the current process, not only from an
  internal perspective but also from the customer
  perspective
• Deliverables/Results Documented and validated
  PPIs from the current process(es)
• Key Activities Assess existing process(es) to
  determine the characteristics and measures of
  success
• Assess the customer view of the process measures
  and characteristics
• Document and validate the internal and external
  process performance measures or indicators
• Tools/Diagnostics Process Flow
  Analysis Customer Needs Analysis

31
7.2.3 Understand Existing Organization
7.2 Process Conceptualization
7.2.2 Identify / Document Current PPIs
7.2.4 Understand Existing Systems/Technology
7.2.5 Identify and Understand Key Cost Drivers
7.2.6 Map As-Is Processes to Work Architecture
7.2.7 Validate As-Is Process and Refine To-Be
Characteristics
7.2.1 Define Analyze As-Is Processes,
Sub-Processes
7.2.3 Understand As-Is Organization

• Purpose To understand and assess the existing
  organization, as related to the process(es) being
  reengineered, along several dimensions
  including structure, skills, policies and
  procedures, culture, human resource issues,
  training programs and needs, etc.
• Deliverables/Results An assessment of the
  strengths and opportunities currently existing
  within the organization as they relate to the
  process(es) being reengineered
• Key Activities Identify and document key
  elements of the organization
• Assess current strengths and weaknesses
• Tools/Diagnostics

Note A more in-depth assessment of
organizational diagnostics is available from the
OMD Disipline
32
7.2.4 Understand Existing Systems/Technology
7.2 Process Conceptualization
7.2.2 Identify / Document Current PPIs
7.2.5 Identify and Understand Key Cost Drivers
7.2.6 Map As-Is Processes to Work Architecture
7.2.7 Validate As-Is Process and Refine To-Be
Characteristics
7.2.1 Define Analyze As-Is Processes,
Sub-Processes
7.2.3 Understanding As-Is
Organization
7.2.4 Understand Existing Systems/Technology

• Purpose To gain an understanding of the existing
  technology and systems architecture and the IT
  strategy of the organization. Specific focus is
  on the process(es) being reengineered, however a
  broader view of the IT capabilities, existing and
  planned, is required in order to assess impact
  and potential related to technology and systems
• Deliverables/Results An assessment of the
  current technology and systems capabilities,
  especially as they relate to the process(es)
  being reengineered
• Key Activities Create a technology/systems map
  related to the process being reengineered
• Assess the technology/systems capabilities
  resident within the organization overall
• Tools/Diagnostics Systems Map

Note A more in-depth assessment of IT
capabilities is available by utilizing Geminiís
IT Effectiveness Approach
33
7.2.5 Identify and Understand Key Cost Drivers
7.2 Process Conceptualization
7.2.2 Identify / Document Current PPIs
7.2.3 Understand As-Is Organization
7.2.4 Understand Existing Systems/Technology
7.2.6 Map As-Is Processes to Work Architecture
7.2.7 Validate As-Is Process and Refine To-Be
Characteristics
7.2.1 Define Analyze As-Is Processes,
Sub-Processes
7.2.5 Identify and Understand Key Cost Drivers

• Purpose To identify and understand the cost
  drivers for the activities related to the
  process(es) being reengineered
• Deliverables/Results A completed ABC paper
  providing a thorough and visual representation of
  activity costs related to a process
• Key Activities Determine activity costs
• detail time requirements and determine costs
• detail all resources needed to complete activity
  and determine cost
• Identify cost drivers i.e., what can impact the
  cost of the result
• Add cost driver information to activity
  dictionary and process brown papers
• Tools/Diagnostics Activity Based Costing

Note The identification of cost drivers is one
step in the development of an ABC model
34
7.2.6 Map As-Is Processes to Work Architecture
7.2 Process Conceptualization
7.2.2 Identify / Document Current PPIs
7.2.3 Understand As-Is Organization
7.2.4 Understand Existing Systems/Technology
7.2.5 Identify and Understand Key Cost Drivers
7.2.7 Validate As-Is Process and Refine To-Be
Characteristics
7.2.1 Define Analyze As-Is Processes,
Sub-Processes
7.2.6 Map As-Is Processes to Work Architecture

• Purpose To identify gaps and overlaps of
  existing processes with activities defined in the
  Work Architecture
• Activities with multiple accountabilities
• Activities with no accountability
• Activities not existing in Work Architecture
• Additionally, to establish a common terminology
  across process areas
• Deliverables/Results As-Is processes aligned
  with work performing terminology
• Revised Work Architecture (e.g., addition of
  missing work activities)
• Key Activities Map As-Is processes (manual and
  automated steps) to Work Architecture
• Capture quantitative information related to
  process activities (e.g., number of transactions,
  volume, resources, cost, etc.)
• Revise Work Architecture to include As-Is tasks
  not previously identified and update activity
  dictionary
• Tools/Diagnostics Activity Rationalization Value
  Added Assessment
• Process Flow Analysis Responsibility Charting
  (RACI)

35
7.2.7 Validate As-Is Process and Refine To-Be
Characteristics
7.2 Process Conceptualization
7.2.2 Identify / Document Current PPIs
7.2.3 Understand As-Is Organization
7.2.4 Understand Existing Systems/Technology
7.2.5 Identify and Understand Key Cost Drivers
7.2.6 Map As-Is Processes to Work Architecture
7.2.1 Define Analyze As-Is Processes,
Sub-Processes
7.2.7 Validate As-Is Process Refine To-Be
Characteristics

• Purpose To gain general consensus on the
  accuracy of the As-Is models and start to
  identify characteristics of the To-Be processes
• Deliverables/Results Final As-Is process models
• Initial definition of To-Be process
  characteristics
• Milestone for broad scale communication of
  project progress
• Key Activities Prepare Validation Workshop(s)
• Identify and schedule key client participants
• Prepare strawmodels of process definitions
  (scope), desired features of the To-Be process,
  and PPIs
• Conduct client preparatory/pre-positioning
  meetings
• Conduct validation workshop(s), develop
  definitions of To-Be process(es), and document
• Develop sub-process characteristics for the To-Be
  model and document
• Develop and document high-level process
  performance indicators(PPIs) and process measures
• Identify major opportunities and gaps (between
  As-Is model and To-Be characteristics)
• Gain agreement that overall As-Is situation has
  been accurately captured
• Communicate summary results of workshop back to
  sites
• Tools/Diagnostics Gap Analysis

36
7.3 Process Design
7. Process Reengineering Streams
7.2 ProcessConceptualization
7.3 ProcessDesign
7.4 ImplementationPlanning
7.1 ProcessVisioning
7.5 ImplementationExecution
7.3.1 Revise To-Be Characteristics Design
Criteria 7.3.2 Create High-Level Concept
Models 7.3.3 Develop Detailed Concept
Model 7.3.4 Define Sub-Processes 7.3.5 Integrate
Rationalize Sub-Processes 7.3.6 Validate To-Be
Model 7.3.7 Identify Organization, Technology, HR
Systems, etc. Requirements 7.3.8 Perform Gap
Analysis 7.3.9 Develop To-Be PPIs 7.3.10 Pilot
To-Be Model

• Purpose To create To-Be process models for the
  key business processes which are being improved
  or reengineered. The models are validated by
  the client and aligned with the overall work
  architecture
• Deliverables/Results To-Be models for each
  business process targeted for improvement or
  reengineering
• Process performance indicators (PPIs) identified
  for each To-Be process and aligned with business
  level key performance indicators (KPIs)
• An initial description of To-Be roles and
  responsibilities
• Key Tools/Diagnostics Concept
  Modeling Brainstorming
• Process Flow Analysis Gap Analysis
• Backward Chaining

37
7.3 Process Design - Client Partnering
Critical Success Factors

• Buy-in from the involved organizational
  constituents regarding the To-Be design

Key Activities Requiring Partnering

• Develop with the client a selection methodology
  for choosing which To-Be design will be used --
  methods, selection criteria, etc.
• Prepositioning/coaching key clients in new To-Be
  models and how to sell them to the organization
• Helping key work-with clients work through their
  own resistance to the To-Be models
• Model effective conflict resolution behaviors for
  clients as they begin to roll-out To-Be models
  into their organizations
• Train Process Reengineering work teams in
  managing resistance, conflict resolution,
  coaching skills, merchandising benefits of To-Be
  models, active listening
• Jointly determine communications plan for To-Be
  models
• Coach client to effectively set/determine
  KPIís/PPIís
• Assess cultural/organizational impact of new
  processes
• Assist client in characterizing the new skill
  base required and how the current workforce can
  be ëreskilledí
• Schedule reviews with Core Team and ESC

38
7.3 Process Design - Client Partnering (cont.)
Key Insights

• If resistance has not been demonstrated before,
  this is where it often begins (and intensifies
  the closer you get to implementation). Deal
  openly with the clientís concerns about
  vulnerability and loss of control
• This is a critical point in the engagement -- now
  you are really beginning to ask the client to
  make change occur!
• It is essential to model effective change
  management skills (i.e., listening, coaching,
  conflict management, etc.) as you deal with the
  clientís resistance behaviors. The client must
  see/feel the authenticity of your behavior since
  they cannot be expected to do what you have been
  unable to demonstrate. This ìwalking the talkî
  is a key way of continuing to build the trust by
  lowering the perceived impending risk (i.e.,
  implementation) while subtly demonstrating your
  credibility
• Validation of To-Be models is essential to
  implementation and is a key differentiator for
  Gemini. Donít underestimate the time or
  difficulty to effectively validate. Resist the
  temptation to shortcut this process.
• Keep driving to the ìtakeawaysî -- always be able
  to answer the question, ìSo what?î Donít
  accumulate tons of data keep netting what you
  see into summary points
• Always validate with the top client first
• Validate with ESC members individually
• Prepresent to core team and other key client
  work-withs prior to Process Reengineering team
  members conducting validation meetings --
  remember, no surprises!
• Validation of the To-Be models will enhance the
  credibility of the Process Reengineering teams.
  Make sure they are ready by conducting rigorous
  joint ìdress rehersalsî with QAís before the
  actual validation meetings
• Coach the Process Reengineering teams to expect
  resistance when they hold their validation
  meetings and to use conflict management/managing
  resistance techniques vs. becoming defensive
• Be sure that team members prepare a concise
  summary of their validation sessions -- net
  Bs/Cs, highlights of new issues, specific
  suggestions on H2 improve model, and overall
  temperature of validation population. Without
  the summary format, the team will be overwhelmed
  by the volume of validation data
• Challenge the team to really think about how to
  refine their model, based on the validation.
  There is a tendency for the team to say ìWell,
  they said this and this, but I still think weíre
  rightî

39
7.3.1 Revise To-Be Characteristics and Establish
Design Criteria
7.3 Process Design
7.3.2 Create High-Level Concept Models
7.3.4 Define Sub-Processes
7.3.3 Develop Detailed Concept Model
7.3.5 Integrate and Rationalize Sub-Processes
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.6 Validate Process Model
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.7 Identify Org., Tech., Systems, etc.
Requirements
7.3.8 Perform Gap Analysis

• Purpose To gain consensus across the
  organization of the key characteristics of the
  To-Be process. Additionally, to gain broad
  commitment and support of the design activites
• Deliverables/Results Initial To-Be
  characteristics of the process
• Key Activities Refine To-Be model
  characteristics (see step 3.2.6 of Process
  Conceptualization)
• Gain inputs/builds on strawmodel process
  characteristics
• Identify and understand issues and concerns
  related to the key process characteristics
  throughout the organization
• Gain consensus that key characteristics of To-Be
  process have been captured
• Incorporate/share learnings with work activities
  framework (managed by the Integration Stream)
• Tools/Diagnostics Process Flow Analysis

40
7.3.2 Create High-Level Concept Models
7.3 Process Design
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.3 Develop Detailed Concept Model
7.3.5 Integrate and Rationalize Sub-Processes
7.3.4 Define Sub-Processes
7.3.2 Create High-Level Concept Models
7.3.6 Validate Process Model
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.8 Perform Gap Analysis
7.3.7 Identify Org., Tech., Systems, etc.
Requirements

• Purpose To create several High-Level Concept
  Models of the process. The goal is to create an
  environment of innovation with a focus on
  discovering potentially new and unique ways of
  accomplishing the process goals
• Deliverables/Results Several High-Level Concept
  models including process steps, assumptions,
  resources, etc.
• Key Activities Develop assumptions
• Build initial models
• Test assumptions against scenarios
• Tools/Diagnostics Concept Modeling Brainstorming
  
• Process Flow Analysis Backward Chaining

41
7.3.3 Develop Detailed Concept Model
7.3 Process Design
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.2 Create High-Level Concept Models
7.3.5 Integrate and Rationalize Sub-Processes
7.3.4 Define Sub-Processes
7.3.3 Develop Detailed Concept Model
7.3.6 Validate Process Model
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.8 Perform Gap Analysis
7.3.7 Identify Org., Tech., Systems, etc.
Requirements

• Purpose To create additional detail, to the
  sub-process level, for selected Concept Models
  and test the models against design criteria
• Deliverables/Results A few, 2-3, Concept Models
  detailed to the sub-process level including
  organization, technology, information, systems,
  and customer impact/relationship
• A Concept Model representing the high-level
  reengineered process.
• Key Activities Develop model detail including
  sub-processes, organization,information,
  technology, systems, etc. options
• Select the Concept Model which will form the
  basis of the reengineered process
• Test assumptions against scenarios and internal
  and external constituencies
• Tools/Diagnostics Concept Modeling Brainstorming
  
• Process Flow Analysis

42
7.3.4 Define Sub-Processes
7.3 Process Design
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.2 Create High-Level Concept Models
7.3.3 Develop Detailed Concept Model
7.3.5 Integrate and Rationalize Sub-Processes
7.3.4 Define Sub-Processes
7.3.6 Validate Process Model
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.8 Perform Gap Analysis
7.3.7 Identify Org., Tech., Systems, etc.
Requirements

• Purpose To convert To-Be characteristics into
  process steps
• Deliverables/Results An initial set of process
  steps and related information including inputs,
  processes, and outputs
• Key Activities Categorize each characteristic
  as one of four things
• Input, output, process step, or measurement
• Explore characteristics which do not fit the
  categorization and either create exceptions or
  break them into characteristics which can be
  categorized
• Refine characteristic definitions (if necessary)
• Develop input/process/output (I/P/O) description
  for each characteristic
• Define what outputs are need or desired from each
  characteristic
• Determine inputs needed (to convert input to
  output)
• Identify conversion process links inputs to
  output
• Examine each I/P/O in terms of how it will fit
  into process
• Develop initial description of work activities
• Identify known pieces of the flow
• Map back to Work Architecture to identify gaps
• Begin to examine work activity linkages

43
7.3.4 Define Sub-Processes (cont.)
7.3 Process Design
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.2 Create High-Level Concept Models
7.3.3 Develop Detailed Concept Model
7.3.5 Integrate and Rationalize Sub-Processes
7.3.4 Define Sub-Processes
7.3.6 Validate Process Model
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.8 Perform Gap Analysis
7.3.7 Identify Org., Tech., Systems, etc.
Requirements

• Key Activities (cont.) Create ìBox and Wireî
  diagram of each sub-process
• Identify and address overlaps and gaps
• Check for uniformity of detail in the process
  steps (a common level of detail needs to be
  ensured)
• Note ìwhatî needs to be completely defined but
  ìwhoî, ìwhenî, ìwhereî, and ìhowî should not be
  answered
• Tools/Diagnostics Process Flow
  Analysis Input/Process/Output Analysis (I/P/O)
• Optional Use of dynamic modeling/simulation
  tools

44
7.3.5 Integrate and Rationalize Sub-Processes
3.3 Process Design
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.2 Create High-Level Concept Models
7.3.3 Develop Detailed Concept Model
7.3.4 Define Sub-Processes
7.3.5 Integrate and Rationalize Sub-Processes
7.3.6 Validate Process Model
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.8 Perform Gap Analysis
7.3.7 Identify Org., Tech., Systems, etc.
Requirements

• Purpose To construct a macro level process from
  the sub-process blocks and rationalize the entire
  process flow
• Deliverables/Results An integrated,
  rationalized To-Be process model
• Key Activities Rationalize the sub-processes
• Identify key sub-process area(s) and map related
  sub-processes
• Create single diagram showing all sub-processes
  and align similar work activities
• Perform horizontal rationalization
• Align common points in the sub-processes
• Revisit benchmarking information
• Brainstorm alternatives for utilizing benchmark
  data
• Explore obvious and not so obvious improvements
  in the horizontal process
• Perform vertical integration
• Examine all similar types of activities and
  determine whether they can be represented by a
  consolidated process or activity
• Tools/Diagnostics Process Rationalization

45
7.3.6 Validate Process Models
7.3 Process Design
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.2 Create High-Level Concept Models
7.3.3 Develop Detailed Concept Model
7.3.4 Define Sub-Processes
7.3.5 Integrate and Rationalize Sub-Processes
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.8 Perform Gap Analysis
7.3.7 Identify Org., Tech., Systems, etc.
Requirements
7.3.6 Validate Process Model

• Purpose To ensure a common understanding
  exists of the To-Be process, field test the
  process, and obtain constituent buy-in
• Deliverables/Results Validated To-Be model
• Key Activities Validate the process model
• Initial roll-out and review of To-Be model
  reviewing with content and interface experts
• Achieve organization buy-in of the To-Be model
• Identify opportunities relative to migrating from
  the As-Is to the To-Be models
• Conduct high-level prioritization to determine
  order of process change implementation
• Tools/Diagnostics Process Flow Analysis

Note Prioritization may vary from site-to-site
depending on need
46
7.3.7 Identify Organization, Technology, Systems,
etc. Requirements
7.3 Process Design
7.3.1 Revise To-Be Characteristics Design
Criteria
7.3.2 Create High-Level Concept Models
7.3.3 Develop Detailed Concept Model
7.3.4 Define Sub-Processes
7.3.5 Integrate and Rationalize Sub-Processes
7.3.6 Validate Process Model
7.3.9 Develop To-Be PPIs
7.3.10 Pilot To-Be Models
7.3.8 Perform Gap Analysis
7.3.7 Identify Org., Tech., Systems, etc.
Requirements

• Purpose To identify the technology, systems,
  and organizational requirements for the To-Be
  model
• Deliverables/Results Outline of technology
  requirements to the level of detail required by a
  Request For Proposal (RFP) utilizing either the
  clientís or Geminiís approach
• Outline of systems requirements to the level of
  detail required by a Request For Proposal (RFP)
  utilizing either the clientís or Geminiís
  approach
• Outline of information requirements of the
  process to the data element level either in
  Gemini or client specific format
• Outline of organization requirements including
  structure a