Pex Network | Process Excellence Network

Deepak Subbarao joins us shares the concerns of implementing IA within enterprise solutions: "Let's try with the simplest one or maybe a medium complexity. See if it works, knowing well that we have to adapt, customize and then we'll have to iterate very quickly to different types of processes, to see whether these solutions fit the bill and then if it does not maybe integrate other solutions in knowing very well that there is no one solution fits all."

Anil Bhavanani joins us and shares why businesses and employees may hesitate on implementing AI into their systems: "Sometimes people think about automation as a reducing capacity of people so it's a little bit more negative. That's usually what they start their business case with. But hey, it was like, we don't care about cost, we don't care about this, we just want to make sure we do things right for our end users."

Sebastian Zeiss joins us and shares the importance of how processes are presented to the rest of the business: "Our business units really see us rather as consultants than as people that really tell them what to do, and that really opens doors, because if you come to them like I'm center of excellence and I'm going to automate your processes, then everyone's probably going to be negative."

Rosita Vasilkeviciute joins us and shares Danske Bank's approach to deploying new business processes effectively: "We asked the teams Okay, let's do this internally. Let's try to understand how these activities relate to each other. What we can do better? What we can propose to our mother company? But let's not go that much proactively. Because we need to gain, to build trust, first, and then we can innovate."

Kamila Grembowicz joins us and shares how Addidas refines operations: "A lot of this learning is purely about human behaviors. How to manage change, how to inform, how to work with people. More difficult is to do the things and feed the company culture, and work with the people. That's always a challenge. "

Bob Kurpershoek joins us and highlights the importance of implementing IT effectively within the workforce: "Innovation is actually going be very important for us in the future and I think that technology, finance, IT is growing closer and closer together in the end. We're expected to do more with less amount of people, we have be more effective and to be able to achieve that."

Delphine Bernard joins us and shares how implementing AI properly creates more efficient processes: "I think the mindset is really first the developing bots and how can we get into a solution that is also completely democratized and easy to use for any team to be able to put that on top of their old system. Then people can focus on more added value tasks."

Fernando Marossero joins us and shares how robotics becomes essential to creating a good work environment: "I'm working on robotics because I care a lot about the people and I learned that by being exposed to this diversity and learning to find the common things and the common interests and the common values that you have to put together when you want to build an organization."

Lee Coulter joins us with Jon Therekauf and shares how technology is secondary to implementing new processes: "This is definitely something new, and as Jon and I were talking earlier today in a "fireside chat," it's transformational. It is deeply transformational, and everywhere you look it is about people, not technology."

Jeff Foster joins us and shares the focus and divisions San Diego Zoo Global: "Internally we have two camps here you have the guest facing camp and the animal facing camp. Half the people in the organization have guest facing roles in some way, shape or form, and the other half have animal facing roles which isn't guest facing. Internally, the voice of customer has to be a balance. A blend if you will, an intersection of those circles. That's the voice of customer internally, and how we have to react to. "

Mohamed Saleh shares the importance in carrying out processes with objective and vision in mind. "Every CEO really has a vision, a driving force of why they're in the seat, It's our responsibility as practitioners to understand those core identities of that individual and what really makes that person fulfilled and what kind of results they really need."

Andrew Brown shares the importance of building positive relationships from the top down: "It's all about building those relationships, understanding what's going on. And there's that saying, oh, I'm from corporate. I'm here to help. But, we really are, and we're trying to build this portfolio of projects and assessments and to provide help wherever we can."

Jason Liberman shares his view on the importance of staying relevant and effective: "I think it's encouraging that, for companies to stay relevant right now, they need to be competitive, they need to be strategic, and they need to move quickly. For us, from a controls standpoint, it's exciting because we want to help. We want to jump in and say, "Hey, look, we want to also push out this great product. This seems awesome."

Edward Blackman shares his approach to overcoming obstacles and achieving an objective: "Go where you're invited. Do a proof of concept or a moral line approach there, demonstrate that it actually does work in this company where you're not unique. We have demonstrated it here as more of a change management approach. Then when people say, 'I'm not sure if I agree with this approach,' You take them to that model line, so that they can see what their future looks like, internally and see, 'Does that look like better to you? Let's discuss why or why not?"

David Castellani on change management: "I don't think you're ever happy to start with. You constantly have got to be feeding the beast of change in order to be faster. I mean, think about why ... People always want agility. They say they want speed, but what holds them back? Well, it's the mountain of legacy that was built 40, 30, 25 years ago that actually represents the core. That's the glue that holds the organizations from moving quicker and faster. Asset reduction is key to this conversation. Without it, you're going to continue to be slow."

Yamir Lopez outlines Novartis' strategy on implementing change processes: "There are many change management methodologies out there, but what we believe in is measuring before and after from a quantitative and qualitative standpoint, meaning; if we craft a strategy and we ask the people how align are we and what could help improve, boost their engagement, we take a before snapshot survey, and then say, okay, these are the things we're going to implement to address this engagement."

Head of Business Transformation, Cristian Matei on how to effectively communicate transformation processes: "Everything was designed in such way that we have a crystal clear measurement system featured employee in the company, from customer needs and all the other stakeholder needs. That means after identifying real business processes, starting with an empty mind. Everybody is a comfortable in the alignment for everything, so having that step is the first step to put in the infrastructure. It's not change management by theory. There are different levels targeting the same final objective. One is the entire architecture."

Peter Evans joins us and lays out the Lego Pilosophy: "I think we have a mission, which is to create the builders of tomorrow. We mean that absolutely. So it's something that's ingrained in us, which is that; A toy is one of the most important educational objects that you can possibly have, and by using play, and by using the creativity, or by accessing the creativity of our kids and all of those people, then we build not only people who love Lego, but we build better people."

ING's Iassen Deenitchin fills us in on Global Process Management: "From the design of the Global Process Management program, we said, 'We want to achieve a couple of things at the same time.' We want to improve our financial performance, but even more important, we want to improve the customer experience because we know that one, without it, our financial performance will never get where we want it to be. But, two, we just see customer needs changing. If we don't do that, even if we're able to perform well now, we'll soon jeopardize our success in the future. If we don't think of how we make our customer needs, or our customer experiences Bible to our business model."

Katie McConochie joins us and sheds light on the value of stakeholders when it comes to problem solving: "When I was preparing for my talk here, I was trying to think about how far I've come since the days I was trained as a black belt and really believed that there was only one way of solving problems, and that was using DMAIC. That was the only way, and you had to convince people it was the right way. Over the years and through getting quite a lot of pushback from people that I really respected, and working with some fairly impressive leaders, including my current boss, I've learnt to be more flexible, and to think what actually works for people. Unless you take your business stakeholders with it, it doesn't matter how right you think you are. You have to find what works for them in a way that is useful, and they get value from it."