Pex Network | Process Excellence Network

Manny Korakis joins us and shares the importance of potentially applying different strategies to different companies: "I've learned over the course of this journey that every company is in a different spot in their own journey, and I have to react to that. What's important in one organization at any given point in time, isn't necessarily a top priority in another company at their point in time."

Deborah kops joins us and shares her views on GBS: "It's a dynamic business model. It is not one rigid business model. To be very honest, to some extent we've promulgated that through the consultancy class in this industry, some of those guys are some of my best friends. But a business services platform is whatever you can do at any given time, given your leadership, given a range of external and internal factors. So GBS as a concept I don't buy."

Rob Phillips joins us and shares how venturing into the unknown is crucial to problem solving: "I think there's an overall bias that people have towards the unknown, right? They worry and they discount or they ... There's a risk factor of the unknown. So, the more that somebody can be involved in identifying what the problem is, they're coming to the table saying, "Hey, I know there's something here that needs to get fixed." Then we can work together with them to try, and propose solutions. "

Graham Russell joins us and shares the importance of understanding and implementing Data: "For those of us who have implemented ERPs for 20 years and more, data was usually the number one issue in doing that because as you move from one system to another, one of the first things you had to do was get the data clean, get the data reconciled, make sure there was integrity and so on. It's not new. I think people that don't anticipate it are perhaps not thinking of other projects."

Lee Coulter joins us and shares the end game in implementing new automated processes: "the reality is that you're not going to want to build heavy IT integration between all these systems. You're always going to be looking for something to stitch these things together in ways that are important to the business that drive some sort of material outcome."

Viral Chayya joins us and shares the importance of recognizing your company's strengths as well as it's weaknesses: "The one interesting new thing we are doing is, we do callbacks not only for our detractors, low scores, we also do callbacks for our promoters. To also try and understand what is it that we are doing right, because as an organization we believe in the philosophy of strength finders, and therefore we want to capitalize on them and do more of it so that the hope is that we don't have as many detractors. "

Tony Saldanha joins us and shares the careful steps that need to be taken in order to implement automation and improve processes: "I think you almost have to have a parallel strategy of automate and transform or disrupt. Because when you kind of look at things like data and AI, I think that's your disruptive part. And you have to be able to walk and chew gum, which is operate and automate and disrupt at the same time."

Kamila Grembowicz joins us and shares her experience in implementing Global Business Strategy at Adidas: " I think every company has a different culture, a different structure, and then every GBS looks different. If you have a company where GBS concept is really not liked by the people, they didn't adapt to change, they maybe went too aggressive in the cuts straight away without the quality. You can have different reasons why you go back to functional model."

Nadia de Villa joins us and shares how financial service providers like Manulife have to adapt in an ever changing environment: "The way customers interact with a company has changed, and therefore, we need to be there and think differently and think beyond our financial services walls. So in terms of digital transformation, what that means to us, it's truly how do we interact with our customers through any digital channel that they want to interact with us with."

Steven Jo joins us and shares Silicon Valley Bank's approach to transformation: "We have a new process, new platform, new operating model. We build it out, full agile, and as we're rolling things out, we're creating new teams that are doing certain work that supports our internal and external clients."

Ravi Rao joins us and shares how automation can not hurt, but help business processes as well as it's employees: "We're trying to figure out ways that the things that don't really require humans, things that are just repetitive data transfer tasks can be done by machines which are better at doing that, but the creative innovative service, interactive pieces, robots cannot do any of that. That's why humans still have a huge role to play in business and the more that they can recognize how to work with each other in exemplary ways, that's what will eventually lead the business. "

"Every big company on the planet nowadays has an imperative at the board level to really reinvent itself, partly because the market's shifting faster than it's ever done in the past. I think intellectually and philosophically, leadership teams around the world understand why they need to change because they don't want to end up like Kodak or Blockbuster or name your favorite example of a company that went under, but where you most get stuck is one what does that mean for them and how do you do it."

Mohamed Saleh joins us and shares Hartford Healthcare's values in leadership communication and change management: "We've recognized that to improve patient experience, it requires to improve employee experience as well. And that requires the organization to feel respected and trusted."

Will Swanson joins us and shares how shared services and continuous improvement can be crucial to processes in HR development: "Although I may not have known it at the time, we started to talk about what was involved and I realized that this was just really the operational backbone of human resources and a lot of the things that I had employed in the business space, I could employ here too."

Beju Shah joins us and shares the importance of how data is more useful over time: "Technique is a very subjective topic. And if you really get into true conditions, the level of data inputs and the sensory inputs that you need are incredibly granular. Very, very fine. Not at the level that you're getting now."

Matt Gusteitus joins us and shares how other departments can interact with COE: "We may be the core currently but, over time, that may evolve into us working with IT and they may become the center. And so, for us, it's not really thinking about, Oh, we're the center. Everything should come through us but more, how do we leverage what we've already learned, into something much bigger, for the company?"

Richard Conroy joins us and shares P&Gs approach to merging HR into the change management process: "Ultimately people will have a reaction to how work is changing. The change always drives a certain amount of anxiety and different people go through that in very different ways. That's where your HR professionals can come in from a change management perspective. But only if they're helping with the communication, and clear on what the capability needs are gonna be and how quick."

Sinead Devine joins and shares her approach to avoiding a constant and unmanageable feedback loop of change: "I think the first part is stepping outside like the individual pieces that run and look at the full big picture.What's the end goal? What do I want people to do with that? What is really going to impact their job? I may have a conversation with all of them, but then I'm going to sit down and go, "Right. Here's what I'm going to deliver. This is the timing and this is what it's going to look like." Then I look at my portfolio and I go, "I really want to tackle the biggest pieces first."

John Barraclough joins us and shares the importance om managuing and analyzing vast amounts of accumulated data: "The amount of data that's going to be available to us in the next 48 months is huge. Internal, external, new data created by digital processes, we need everybody to be able to take this data, to be able to consolidate it, model it and then not just send this out onto an Excel sheet, but how do you use tools that are available."

Chris Gilmore joins us and shares how his past experience has helped shape processes at Infosys: "The learnings from the services organization which I spend most of my time in was really focused around, how can technology be leveraged to help clients on their digital journey. We have this entire focus in Infosys as well, where we look at, what are the new trends in technology? How can the clients use those technologies to actually help them be faster, much more agile, make sure that they are compliant as well? Really help them be more agile, make sure that they can focus on modernization aspects as well."