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When BPM is not the only option?

When BPM is not the only option?. Tarun Gauri Basys Australia Pty Ltd Total Operational Excellence 2012 Melbourne 23-24 August 2012.

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When BPM is not the only option?

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  1. When BPM is not the only option? Tarun Gauri Basys Australia Pty Ltd Total Operational Excellence 2012 Melbourne 23-24 August 2012

  2. After multiple continuous improvement cycles, subsequent optimisation initiatives can suffer from 'marginal utility of return'. At that stage, re-engineering the entire process cycle can be a viable alternative that can deliver quantum results.

  3. In 2002 NSW State government decided to implement shared services with the view to: • Improve corporate and shared services • Enable departments to focus on delivering core services • Realise the benefit of technology • Reduce cost • For this the departments of Housing, Community Services and Ageing, Disabilities and Home Care were chosen • It was decided that ‘NSW Businesslink’ would be established in 2004-05

  4. 2004-05 On 1 July 2004, Businesslink was incorporated to provide shared services in the NSW State Government. The vision was • to serve its clients and becomea best practice model for shared services across the public sector With the mission • Businesslink aims to achieve excellence in the provisionof high quality, cost effective shared services, and to operate a financially sustainable business that is flexible and can readily expand to meet increased client demand for its services

  5. INCEPTION 2004 - 05 Successful transition of Business from NSW housing Restructure of the business Recruitment of Management Team KEY THEMES • Staff servicing existing client base • Multiple cultures, processes, tools and vendors • Understanding of volumes and cost base very hazy • All business frameworks in early stages of maturity • Service Delivery • Financial • Audit & Compliance • Risk Management • Uncertain environment • Confusing organisational loyalties • Unclear expectations • New stakeholder relationships CHALLANGES • Amalgamated all corporate service functions and staff. • Standardised processes compliance framework. • Commenced infrastructure consolidation. • Initiated rigorous and robust audit program. ACHIEVEMENTS

  6. IMPLEMENTING 2005 - 06 Realising the value of shared services Focus on achieving commercial capabilities Implementing Standards. KEY THEMES CHALLANGES • 2005-06 signaled the commencement of two-year consolidation phase where the business focus was on achieving commercial capabilities by employing standards of business systems, processes and procedures. • The organisation was in the developing and learning phase • Development of a comprehensive financial model and pricing framework • Continuous improvement of the quality and cost effectiveness of services • The negotiation of service level agreements. •Obtained compliance certifications. • Financialand Service Delivery framework • Control and compliance framework. •Fee for Service product model. ACHIEVEMENTS

  7. IMPROVING 2006 - 07 People providing the value, Pricing the value, and Proving the value. KEY THEMES • Third year of consolidation • The first full year of operation as a fee for service entity. • Aligning People, processes and tools • Building a best practise model for shared corporate services. • Increased focus on workforce management and planning • Developing targeted solutions • Realignment of theIT services division. • A number of core IT infrastructure and software projects • Develop a comprehensive Business Continuity Management program for the company. • Mitigating risks that arise due to shared service business CHALLANGES •Better that expected financial results • Risk management and Third Party audit assurance•Opened second data centre. •Achieved AUS/NZS 7799 certification ACHIEVEMENTS

  8. ENHANCING 2007 - 08 Seek opportunities to improve service delivery and capabilities Rigorous governance, compliance and quality control Realising benefits through financial performance transparency. KEY THEMES CHALLANGES • Need to deliver greater value for our stakeholders, • Meet the challenges of driving greater efficiency and innovation • Delivery of a diverse and scalable product portfolio • Responsiveness to meet client needs • Tackling fractured approach to Project Management •Unit price for services remains static. •Improve customersatisfaction rating to 67.1%. •Developed data centre risk mitigation strategy. ACHIEVEMENTS

  9. 2008-09 As the organisation matured, there was a need to review and re-write our purpose and vision The purpose • Helping to create an effective and efficient public sector so that our NSW community receives the best possible care and attention. The vision • To be the key link for shared services business to NSW government agencies

  10. ACCELERATING 2008 - 09 Continued consolidation and growth. Processes improvements to delivered more value to clients Expanded shared business services offering. KEY THEMES CHALLANGES • Continuous improvement • Impact of GFC • Delivering new IT infrastructure • Government decision to reduce senior and middle management • Strengthening management and leadership capabilities •Unit price for services remains static for the third year. •Customer satisfaction improves to ‘good’ rating of 70.6%. •Commissioned new data centre. ACHIEVEMENTS

  11. As a result of change in the political landscape, Businesslink had to rethink the overall strategy and with that the Mission and the Purpose • Businesslink’s mission is to provide high quality, low cost services and to operate a financially sustainable business that is flexible and can readily expand to meet increased demand for its services.

  12. GOOD-TO-GREAT 2009 - 10 Transition to a new government framework Growing the client base KEY THEMES CHALLANGES • Formation of Department of Human Services • Change in Top level Management • Shift in focus and direction • Continued challenge of driving greater efficiency and innovation in business processes. • Transitioning 3 additional clients – Juvenile Justice, Aboriginal Affairs and Aboriginal Housing Office • Significant reduction in sick leaves and rec leave balances • Benchmarking of services (80% below market price) ACHIEVEMENTS

  13. At the commencement of next phase, the organisational Vision and Mission was, Mission • To deliver high quality, secure business services to our clients at the lowest cost in the Australian market. Vision • To be recognised as a centre of excellence for outsourced business services.

  14. MATURING 2010 - 11 Restructuring the organisation New approach to service delivery KEY THEMES CHALLANGES • Restructure • Changing political landscape • External drivers shaping the organisation • Qantas to Jetstar • New products and services, eg, Printing as a service • Fifth year in keeping prices same or lower • For first time, delivering Seniors Card processing and information to the State’s older people • As an experienced business services provider to the government sector, Businesslink demonstrated leadership in implementing whole of sector shared services reform. ACHIEVEMENTS

  15. And the Journey continues……

  16. Some numbers that tell a story..

  17. Notes • Change in vision/mission • Change in thinking • Change in organisation • Good to great • How organisation, process, people evolved • Better leverage tools • Expansion

  18. Notes • Set the scene • What was the problem • Approach chosen • Tools, stakeholders, • How did we go about • How did we measure success • Learning

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