Roger Tregear

Roger TregearAs a Consulting Director with Leonardo Consulting, Roger Tregear delivers BPM courses and consulting assignments around the world. Based in Canberra (Australia) Roger spends his working life talking, consulting, thinking and writing about analysis, improvement and management of business processes. His work with clients is on short and long term assignments, in organizational improvement and problem solving based on BPM capability development, and business process, analysis, improvement, and management. He is available to help small and large organizations understand the potential, and realize the practical benefits, of process-centric thinking and management. Contact Roger at r.tregear@leonardo.com.au.


Practical Process: Lost-baggage processes

Roger Tregear asks, “Is your organization investing in lost-baggage processes?” His observation is that organizations often invest a lot of time and money in improving the wrong processes. Instead of fixing the resulting lost-baggage processes, Roger urges us to fix the processes that cause the baggage to be lost in the first place.

Practical Process: Delivering artifacts, not value?

Roger Tregear asserts that it proves to be easy for those closely involved in the theory and practice of process-based management to confuse the delivery of nicely crafted artifacts with delivering real value. In his Column this month he provides a sequence of questions for analysis that will help you avoid that problem

Practical Process: All in the Mind

Roger Tregear considers an organizational “process mind set” an essential ingredient for successfully maintaining processes. In this Column he defines the characteristics of such a mindset and offers suggestions for achieving it in your organization.

Practical Process: The Best Thing?

Roger Tregear wonders if BPM is the best thing since sliced bread, and if process-based management is so good, why isn’t everyone doing it? He offers some answers to these questions in this Column. Read his analysis and see if you agree.

Practical Process: The Next Table Will Be Yours

Queuing for a popular restaurant that does not take reservations presented Roger Tregear with a great opportunity for introspection about process change. Read his Column for his analysis of how the queuing process might be improved.

Practical Process: Who’s in Charge?

In his Column this month, Roger Tregear turns his attention to process governance, which he considers to be essential to the machinery of process based management. In this Column, Roger provides his insights into establishing an effective process governance system and answers the 4 questions he is most frequently asked regarding process governance.

Practical Process: A Process by Any Other Name…

Roger Tregear believes that the ongoing argument over the definition of process is both a waste of time and a cause for confusion—and who could disagree? He proposes five practices that can be used to achieve clean language with a minimal vocabulary that can be understood by all.

Practical Process: Get the Circles Turning

In 2014, Roger Tregear introduced readers to the “Tregear Circles,” 2 Virtuous Circles of process based management – the Process Ownership Circle and the Process Improvement CIrcle. Since then, he has used the 2 Virtuous Circles in several practical applications, and while they have proven to be very useful, some hidden nuances have come to light. In this Column, he revisits the 2 Virtuous Circles and shares the insights he has learned from his experience.

Practical Process: The Primacy of Process

Roger Tregear believes that the primary focus of every organization should be the understanding, management and control of business processes which create, accumulate, and deliver customer value. Organizations must reimagine their operations as value creations and delivery flow. Roger offers three practical steps to get started on creating a sustainable process-based management and process improvement program.

Practical Process: The Problem With Problems

Roger Tregear warns that just because there are no reported problems with a process doesn’t mean it can’t be improved. In this Column, he urges process practitioners to think more broadly and discover opportunities for innovative improvement as well as for simply improving those processes that are obviously broken. He provides techniques to enable this kind of analysis that, if implemented, significantly contribute to your organization’s goal of creating sustainable process-based management and process improvement.

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