Performance & Business Process Management

Performance & Business Process Management.

Balanced Perspective,
Value-Based Execution,
Optimized ROI.


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Market forces that propel innovative business decisions require people, process and technology to ensure organizational strategy, objectives and goals are capitalized.  New and improved technologies continue to challenge day-to-day operations on increasing performance effectiveness and process efficiency.  We partner with our clients to evolve business processes around these change agents impacting value-based results and supporting internal and external-facing customers from the insight out.


To face these challenges, we reengineer new ways to improve business performance that enables agility within revenue-generating business operations through best practice techniques based on Hammer Process and Enterprise Maturity Model, Six Sigma and Total Quality Management.


Process optimization benefits include:

  • Optimized operational effectiveness and efficiency.
  • Reduced costs and time from improved process touchpoints.
  • Merged process activities to value-based strategy objectives.
  • Maximized return on investment to organizational stakeholders.
  • Process Innovation and transformation modeling driven through continual improvement.

Our Five Improvement Steps:

1. Define Process Objectives and Understanding

Visualizing the big picture within an organization’s past performance tied to its current strategy, business objectives and overall goals allow us to receive an immediate holistic perspective prior to diving into more tactical level business requirements.  Understanding what business units that have a value-producing role within the entire process is essential to producing a current state assessment for analysis and evaluation.

2. Establish Value-Based Improvement Initiatives

To drive overall business strategy and goals throughout the organization, we partner with business unit leaders to understand detailed roles and responsibilities that must be fulfilled for their customers to realize value.

3. Identify Issues Within Impacted Stakeholders

We rapidly capture the process current state in order to review what takes place within each task, who is responsible to perform identified tasks, when tasks are to take place as well as document coordinated handoffs.  Analyzing the process flow by these areas defines value-added work compared to non-value added work.

4. Design Future Operational State

Connecting identified opportunities into a future state process allows business leaders to capture how the “To-Be” state would bring value-adding efficiencies, providing greater customer service while saving time and costs.  This initiative would tailor down value-added work while emphasizing the right team strength required to perform this work.  Aligning technology to the future state process allows organizations to quantify the total value these solutions bring and its impact within the process.

5. Develop Plan and Execute with Continual Improvement

Once a future state process design has been completed, we team with organizational leaders to develop a phased implementation plan to ensure quantifiable metrics can be gathered over time and ensure process activities are optimized as designed.  Finally, we align continuous improvement initiatives from recurring metrics gathering and analysis, generating lessons learned into best practices.