¿Cómo aprende de los éxitos y fracasos de otros proyectos y casos de diseño de procesos de negocio?

It goes without saying that standard operating procedures (SOPs) are the most important starting point for BPD projects. They are your foundation. From there retrospectives become the most important skill an owner, leader, top employee can add to their tool belt. Too often we think "what's next" rather than "what could we have done better". This, along with feedback from your clients/customers, will allow you to fine tune your processes to truly offer the best operations but more importantly deliver the best services for your stakeholders. Retrospectives force you to accept failure and understand it is the essential part of growth!

In my experience, identifying goals and needs is indeed important before diving into the vast pool of BPD knowledge. However, I disagree when they say that having a focused and realistic learning plan is necessary. Sometimes, broad and unrestricted exploration can lead to valuable discoveries and innovation. Additionally, I consider it essential to also consider the experiences and perspectives of other people, seeking different sources of information and opinions. This way, we can obtain a more comprehensive and enriching view on the subject.

An important input to determine the goal is that we diligently identify the gap between our current state and the required to-be state. This in turn demands a proper understanding of the as-is state, a broad view of to-be state including key KPIs, which should be followed with analysis to determine the area of improvements. Detailing the to-be state is an iterative process which is gradually enhanced.

I suggest a starting point is to select few processes that are simple and used by many employees. Then look for a process that has high financial value, and core business processes. selecting these processes at the beginning of a project, will raise the awareness and produces noticable impact.

I am happy to contribute to this very important topic and share my experiences. I agree that it’s important to understand what you hope to achieve, and it’s even more important to understand your business problem, how it started and how it’s changed over time. This really is your starting point and the better that you understand the problem, its origins, and evolution the easier it will be to find examples of other organizations trying to solve the same problem. I encourage you to look within your industry but also outside.

An additional way to enhance credibility of gathered information is by conducting playback sessions with involved stakeholders and business team.

In my experience, not all BPD sources are equal. Some are more relevant, credible, and up-to-date than others. Actually, I disagree with some statements in the article above. In addition to the mentioned criteria, you should also consider the consistency of information compared to other reliable sources. Furthermore, check if the sources have bias or conflicts of interest. Remember that diversity of perspectives is important when evaluating sources of information.

Additionally, the background and requirement of each BPD project has to be identified. Each project has its own limitations and available resources. A direct learning or one-to-one mapping might not be possible but previous project can be instrumental to identify the challenges, the roadblocks and the corrective measures taken along with the lessons learnt.

In my experience, comparing and contrasting different BPD cases is a valuable approach. This allows for identifying differences in terms of scope, complexity, objectives, stakeholders, and outcomes. Additionally, it is important to analyze how different BPD methods are applied, such as Business Process Modeling Notation (BPMN), Business Process Reengineering (BPR), or Lean Six Sigma (LSS). However, I disagree when it comes to pointing out only the strengths and weaknesses of each case. It is also crucial to consider the best practices and lessons learned from each of them. This way, it is possible to gain a deeper and broader understanding of BPD.

I agree with the author and you may want to consider the culture of your organization versus the case you are comparing to. Failure often occurs on implementation and culture is often not considered. The implementation style of change in one organization may work well with their culture but not yours. For example a start up may be able to quickly implement change but a large organization may want to consider a slower transition.

Actually, I disagree with the idea that learning alone is sufficient. It is also crucial to consider other factors, such as practical experience and understanding the specific needs of our own project. Additionally, it is important to take into account different perspectives and approaches to achieve better results. By adapting and modifying the knowledge, skills, tools, and methods we have learned, we can tackle our own challenges and achieve our goals. We should also consider the need to test and validate our solutions to ensure they align with our objectives and requirements. In this way, we can turn theory into practice and make BPD work for us.

"I have been an avid user of BPMN for quite some time, employing it to automate workflows. Recently, I utilized BPMN to outline the sequence of actions required for assessing the 'Safety of Electronic Devices.' As stated earlier in this article, I firmly believe in the philosophy of 'do it, learn from it, improve.'"

In my experience, reflection and improvement are crucial steps in learning from BPD projects and cases. By analyzing my own performance, I was able to identify both strengths and weaknesses. Through my successes and failures, I learned valuable lessons. To enhance my processes, skills, tools, and methods for future BPD projects, it is also important to consider different perspectives and approaches. Continuous learning and improving BPD capabilities are essential for a complete learning cycle.

Explore how different industries address similar process design challenges and apply these insights to your own context. Look for innovative solutions that can be adapted to your industry’s specific needs. Studying how the healthcare industry used process mapping to streamline patient flow inspired us to apply similar techniques in our logistics operations. Adapting these methods improved our workflow efficiency and reduced lead times. Establish a knowledge management system to capture and share lessons learned from all process design projects. Use these systems to create a central repository of case studies, best practices, and post-project reviews.

Business to IT Alignment (BITa): Each new BPD activity and learnings from the past BPD activities: • Enriches the set of Value Drivers for each Business/Industry vertical • Lends a fresh perspective on Value Governance for every internal project, helps define Critical Success Factors for each project against a refined set of value drivers • Contributes to a fresh flavor of Project Portfolio categories and Investment priorities • Enriches the Business KPIs to build a meaningful and bespoke Business Balanced Scorecard, taking in inputs from each BPD assignment. While Financial KPIs remain comparable, the Internal Process KPIs are the ones that are a real potpourri. L&D and People Growth; and Customer focus KPIs are also not too divergent.

Cultural Context: Understand that business processes are deeply influenced by organizational culture. What works in one company may not work in another due to cultural differences. Adapt learnings in a way that aligns with your organizational practices. Scalability: Assess the scalability of the solutions you’re learning from. Ensure that the processes or strategies grow with your business needs. Stakeholder Buy-In: Use the successes of others to build a compelling case for change within your organization. Innovation & Flexibility: While learning from others provides a solid foundation, injecting your creativity & flexibility can lead to even better outcomes tailored to your unique situation.