1. August 2012 Round Table Discussion Topics:  Regarding the “Language” topic: are there any specific or practical tips you have for selecting the right language?  How do you get average employees on board for process transformation? i.e., clerks or other process performers who may not know process improvement or have time for it?  How do you hold senior leadership accountable? What do you want them to do / act differently after having training / heard the message?  How do you identify initial projects to drive BPM further?

2. August 2012 Round Table Discussion Topics:  Regarding the “Language” topic: are there any specific or practical tips you have for selecting the right language?  Simplistic is the goal: Use the “man on the street” test: Ask administrative assistants from different departments (they are familiar with messaging on behalf of executives) and/or people in hallway whom you don’t know to read your message for the masses and confirm they understand it.  No acronyms! Always spell out terms  Don’t use terms already used [incorrectly] or in different context in your company Ex: departments think they are using KPI today, but they are performance measures. Instead of using KPI, use the term “Operational measures” or “value chain measures”  Don’t talk to yourself: don’t use terms only found in process or business architecture readings!

3. August 2012 Round Table Discussion Topics:  How do you get average employees on board for process transformation? i.e., clerks or other process performers who may not know process improvement or have time for it?  Offer internal training: need to have internal trainer:  Make training “free” aside from time commitment  Trainer can customize to culture / terminology. Don’t copy and paste.  Training content needs to evolve over time with maturity  Provide insight as to “why” and how well concepts are being embraced throughout the org.  Make training a part of career development:  Add training to HR records / transcripts.  Have HR start to add training as a desired skill (eventually required skill) to job descriptions, so training becomes provides openings to other career paths  Potentially offer financial rewards  Understand needs: develop different training for different levels.  Start with middle management levels – they can take it both up and down the org and provide insight to content needed at upper and lower levels.

4. August 2012 Round Table Discussion Topics:  How do you hold senior leadership accountable? What do you want them to do / act differently after having training / heard the message?  Initial goal is to get them to use process terminology: start speaking a new language, particularly around KPI  Propose the KPI for them – use industry standard metrics that are at high level processes and show how they are defined / calculated.  Focus on culture: goal is not to save XX dollars, but to establish continual improvement in all areas [forever].  Measure and monetize benefits of kaizen events – one event can end up funding BPM group / initiative for a while.  Focus on corproate values rather than hard dollars.  Be careful not to spend too much time and money building business cases in hard dollars  Work with investor relations – try to mention process initiatives so investors ask about it and hold leadership accountable  Use a burning platform: need sense of urgency related to your industry.

5. August 2012 Round Table Discussion Topics:  How do you identify initial projects to drive BPM further?  Establish a leadership council.  Leadership has to be engaged and feel on the hook to work together  Propose 5-7 core processes at highest level and suggest KPI if they are not already defined  Need to establish a business architecture ahead of time (don’t call it that to the council unless they are process mature)  Show how projects throughout the organization tie into framework  Ask to be stopped rather than for decisions to be made for you (present suggestions / path that you will take unless told otherwise)