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We can't change the economic climate. The marketplace will go on being volatile, competitive and tough.
For top-line growth we need motivated sales people on either side of the partner model, to make this practical we need to start by answering the following questions:
- Do I get more opportunities ?
- Am I going to see more potential clients, have them take me more seriously and will they be more likely to close a deal ?
- Do I get more resources ?
- When I am writing a proposal against an impossible deadline, up against harsh competition and I need help, who is going to give back up, know how and practical support ?
- Do I get a competitive edge ?
- Does this alliance partnership translate into credibility with the client that helps me differentiate against or neutralise the competition ?
- Above all, will this alliance help me make my numbers and exceed my personal and company targets ?
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In considering where to invest in business model and operational innovations there are typically 10 core business value enablers to consider:
- Shareholder Capital
- CapEx and/or OpEx Financing
- Human Capital
- Products - Intellectual Property, Core, and Differentiating
- Services - Portfolio offerings
- Sales Model, Business Partners and Channels
- Business Process and Service Optimisation
- Industry Standards and Best Practices
- Tools and Accelerators
- Formal Methods
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Solution Portfolio Management (SPM) - 5Cs of an Industry Solution
- Customer - segment to be targeted
- Content - products, or service offerings
- Capability - necessary skills, capacity, and credentials to deliver an outcome
- Channel - motivated internal sales channel, and/or Partner Channel sales
- Competition - posture relative to key market competitors
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Irrespective of industry sector, or specific business domain area; it is possible to characterise common business value imperatives under the following broad set of headings:
- Business Model Innovation
- Business Agility
- Reduced Time to Market for new Products and Services
- Operational Effectiveness and Efficiency
- Cost Reduction
- Customer Service Optimisation
- Product and Service Innovation
- Partner integration and on/off-boarding
- New Customer Acquisition and On-boarding
- Know Your Customer (upsell, cross-sell, and Next Best Action marketing)
- Conversion of Customers to Net Promoters
- Business Process Standardisation and Optimisation
- Knowledge Worker Productivity
- Management of known/unknown Business Process variations
- Omni-channel access for customers, partners, employees
- Employee Engagement
In focusing effort, investement and resources on specific change programmes the above considerations must to a greater or lesser extent be managed simultaneously in order to optimise business outcomes.
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Improving understanding of the business problem/opportunity from multiple context perspectives
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To determine an appropriate transformational plan, we will work to identify the business value context across the business model and spanning multiple perspectives namely:
- Industry Sector
- Market
- Business Model
- Line of Business
- Process
- Organisational
- Application
- Information Technology
- Partner/Supplier Context
- Customer Situational Context
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On the couch with The Register's Tim Phillips is Garry Gomersall of IBM who thinks that many more of us can improve productivity in unexpected ways. He's joined by Freeform Dynamic's Dale Vile to show how BPM has an application beyond highly structured process automation.