• There’s nothing new but can Process Intelligence help us get there more quickly?
• What are the key challenges of implementing process excellence at scale?
• Top down or bottoms up – which approach works best?

British Army bomb disposal units in Iraq and Afghanistan did not receive training in Lean, Six Sigma, or any other process improvement methodology. However, they continuously improved their processes and equipment, often on an hourly basis. The lack in improvement methodology was more than compensated for by a very active continuous improvement mindset and extreme levels of delegation. This need for continuous improvement was driven by the knowledge that the enemy (eg Jaysh al-Mahdi, Al-Qaeda, the Taliban) were always watching what we did and improving their tactics (processes) and bombs (equipment) to defeat us. Quite literally, if we couldn’t iterate improvements faster than the enemy, people would probably die.

• Understand how to create a process capable of driving change and developing skills
• How can organisations integrate new initiatives by analysing different data sets?
• What are the key stages of process identification, optimisation and evaluation?

• How can a complex and regulated process, such as clinical drug development, be optimised at scale?
• What structures and ways of working can allow rapid process improvement and lay the foundations for implementation?
• The role of senior leadership in the journey from a functional-based to process-led organisation

• How can cross-functional teams become more empowered and agile?
• To what extent can a team’s skills and behaviours be put at the heart of decision making?
• Pushing accountability to smaller, hyper collaborative teams: lessons in delivery
• How can new technology help support new ways of working?

• Highlight the integration of new practices: the importance of new innovations
• Measure and track the economic value of these transformation initiatives
• What have been the common problems of rolling out a new strategy?

• How can more autonomy and bold decision making be given to smaller teams?
• Assessing the impact of COVID: how can a new culture be implemented during a global pandemic?
• Understanding the successes and failures in creating a new culture

• What is the importance of automating crucial processes to keep systems running?
• How can current pain points be identified and altered to help fit organisational change?
• How can digital tools improve user experience for a company’s employees?

‘Methodology like ‘3×5 why’s’ have long been established, but organizations still struggle today to get to the bottom of systemic root causes that slow down their programmes, cost money and ultimately break the trust relationship with their customers and their brand image.

• How can OPEX act as a tool to stimulate revenue and strategic growth?
• What investments help extend top line growth?
• How does OPEX relate to the service sector and customer experience?

• Customer journey mapping – what it is and what it isn’t
• Developing a customer journey atlas and individual journeys
• Pain & gain points and the customer emotional journey
• Implementing improvements and measuring success