The current business environment is undergoing rapid change, especially with the continual introduction of the Internet of Things (IoT) or the Internet of Everything (IoE), to use Cisco’s term. In such an environment, it is no longer sufficient to redesign or optimize your processes limited to the human and traditional supporting IT applications. In this Column, John Jeston and Gina Craig suggest that effective business transformations begin with an examination of the organization’s business operating model and suggest key questions to ask as you do so.
John has serious experience getting things done—the right way. For over 30 years he has covered Business Process Management (BPM), business process re-engineering, project management, systems development, outsourcing, and general management. He has held the positions of Financial Controller, Divisional Manager, Company Director, HR Director and Chief Information Officer. John is internationally recognised as a key opinion leader in BPM strategy and implementation. He has provided these services to significant organisations throughout Australia, Europe, Saudi Arabia, Dubai, the United Kingdom, U.S.A., Singapore, Mexico and Brazil. He has authored a number of books and more than 20 articles on BPM and high performance management. He is a regular speaker at conferences and a Master Project Director, with the Australian Institute of Project Management and is a Chartered Accountant.
John has authored or co-authored:
- Business Process Management: Practical Guidelines to Successful Implementations (2006 and 2008)
- Management by Process: A Roadmap to Sustainable Business Process Management (2008)—the only book to provide a roadmap to sustainable BPM and High Performance Management
- Beyond Business Process Improvement, On To Business Transformation (2009)
He also writes a regular Column in the international BP Trends Monthly Update. He can be reached at johnjeston@managementbyprocess.com
Gina has 30 years experience as an adult teacher, trainer, facilitator, designer of training courses, writer and senior manager. Gina has provided these services to the higher education sector, private enterprise and large and complex government agencies.
Gina has proven expertise in the creation of, and transformation to, an extremely large and complex shared services environment. She then demonstrated that the new entity was designed and structured correctly by successfully managing the largest team within that entity. She also leaned the processes within the entity to find work and workforce efficiencies.
Gina has also been a lecturer and tutor with University of New South Wales, Australia where she lectured and tutored economics, calculus, statistics and accounting; managed and supported a Learning Management System and Learner Content Management System; lead and managed large teams of 100 plus staff; and managed numerous projects some of which resulted in $10’sm in savings.
Gina's consulting, communication and relationship skills enable her to successfully manage and mentor individuals and teams.
Down Under: Processes – the Solution to Resolving an Issue or Dumbing Down Staff?
May 4, 2015 , By
In their Column this month, John Jeston and Gina Craig ask, “Is providing staff with detailed step by step process and work flow solutions making them think less?” In their experience as managers, they have learned that staff are generally closest to the process and usually have the best solutions to process problems. Is this your experience as well?
Down Under: The Importance of Clearly Understanding End-to-End Processes
January 5, 2015 , By
In their roles as process practitioners, John and Gina have found that far too frequently BPM projects begin and continue without having a clear and agreed upon definition of when a process starts and ends. In this Column, they cite three cases to illustrate their point and suggest steps to avoid the problem.
Down Under: BPM is ALL about People Change Management
November 3, 2014 , By
John Jeston and his colleague, Gina Craig, assert that unless all stakeholders—both internal and external—are enthusiastic and fully engaged in a change management project, the implementation is at risk of failure. In this Column, they discuss ways to create an environment that will encourage stakeholders to be fully involved.
Bureaucracy and High Performance
May 5, 2014 , By
John Jeston, with his colleague, Gina Craig, respond to the commonly held belief that bureaucracy and high performance are incompatible. They describe the issues and challenges that confront managers as they work with their employees in a bureaucratic setting. The authors emphasize the importance of the manager’s role in the process and how their behavior is key to the success of their employees’ performance.
