An Enterprise Process Performance Improvement Logic Model Set

It All Begins With the Stakeholder Requirements

Customers, of course, or the overall marketplace of customers, may lead in defining the needs for products and services in the first place – which is what my model (below) attempts to portray – but they do not have final say in what any particular Enterprise may do about those needs. Which the model also attempts to portray.

Stakeholder Hierachy Example 1

That includes the response of addressing them. Those Needs and Wants. Customers don’t have final say over the response, but they do define the need.

And every potential product or service for any particular market segment might have a slightly different set of Stakeholders and Requirements than the last product or service in the offering-set.

Stakeholder Hierachy Example 2

Or the response of ignoring them. Those Needs and Wants.

Again, customers don’t have final say over the response, such as ignoring them. But they do define the needs.

Stakeholder Hierachy Example 3

You know, ’cause there is an R for the I – and sometimes the ROI just doesn’t make it worthy of the effort – compared to other opportunities or needs for Investment.

After all – the purpose of any ROI effort is for comparison purposes – not for some definitive forecast of the future’s exact investment costs and the exact returns’ schedule (over time)….

Just as there is in my marketplace…

Investing in Enterprise Learning Should Produce Significant Returns. Do the Math!

Define the products and services for your own Enterprise … or your portion of the Enterprise. Within the broader context of course.

Always.

The Key Value Chain Systems & Processes Must Then Be Put In Place

Once the Enterprise decides what business it is in, it can put the Value Stream necessary (or available) in place.

Outputs As Inputs graphic

The model above portrays the “outputs as inputs” thinking of EPPI – to suggest that the “input needs” define the “output requirements” – same as “begin with the end in mind” kind of thinking. Backward chaining.

Any Department or Team is involved in many Processes – in my thinking – including those that they own and those that they don’t, where they merely support and don’t have final say … where they are not the Process Owner.

Slide3

I see any organization’s Organization Chart more in the following manner than the traditional manner … when I am in engaged in my Project Planning and the Analysis efforts.

Org Chart in L-C-S Mode

And I see the configuration of Process-Sets in terms of Process Maps and Performance Models.

Picture2

Much of my thinking is due to Rummler and Brethower … from their General Systems model … as I learned it in 1979…

general-systems-model-from-caddi-winter-2000-newsletter

Other Enterprise Systems & Processes Enable Behind the Scenes

And then there are the enabler organizations in any enterprise. All of HR … including L&D. They exist to enable, to support, everyone in the Enterprise involved one way or another, tier 1 , 2 or 3, etc., in producing/delivering the Products and Services of the Enterprise.

They offer products and services to the Value Chain and all other organizational entities.

Here is a list of just a few of the many offerings of such support organizations. Or their external Value Chains of Suppliers.

PC at the Worker Work and Workplace levels

Figure out who owns each of the blue boxes above and who else is involved in that sub-System and its Processes involved in delivering their Products/Services.

My EPPI Models & Methods Help Define/Assess Current State Adequacy of the Enabling Systems & Processes

EPPI Stage 1 and 2

Key Models of EPPI

The Big Picture

Slide27

The Process View and Enabler View

Slide3

And From There – Do Your Thing.

Check out my Free Resources – in the Resource Tab.

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PACT 6 Pack

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