Process Management

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Evolve Or Die: Why Digital Transformation Is More Important Than Ever

Source |2017-06-27T18:09:22-07:00Jun 5th, 2017|Categories: Post|Tags: , , , , , , |

The process of modernizing a business to use new tools and technology is one thing, but completely adapting to the digital world means more careful customer and employee relationship. This article discussed why digital transformation is important and suggests some approaches.

2017 Deloitte Shared Services Survey Results

Source |2017-06-26T18:47:41-07:00May 16th, 2017|Categories: Post|Tags: , |

Deloitte survey on shared Service Centers. Top highlights include: (1) Robotic process automation is a rapidly emerging technology that will fundamentally change how SSCs operate, slashing the effort for routine tasks and enabling advanced cognitive applications that augment or replace human judgment in knowledge-based processes and (2) knowledge-based processes has doubled or in some cases, tripled since 2013.

Digitizing customer journeys and processes: Stories from the front lines

Source |2017-06-26T18:47:51-07:00May 15th, 2017|Categories: Post|Tags: , , |

Only when a business has defined what that experience should be can it figure out how to build the processes and technologies needed to support it. By digitizing these processes, the business can reduce costs, improve customer experience, capture value, and move to a next-generation operating model. But what does this process of reinvention look like, and how do companies make it work? This article offers an inside view of key stages in a successful transformation. The examples are drawn mainly from financial services, but the lessons apply to any company seeking to reinvent its customer experience. The article offers insights into some helpful approaches that will translate neatly for legal operations professionals.

Does your company need a Director of Getting Sh*t Done?

Source |2017-06-26T18:52:50-07:00Mar 27th, 2017|Categories: Post|Tags: , , |

Bad processes won’t fix themselves. Often, they lurk in a kind of power vacuum. Frontline employees aren’t empowered to change them. Leadership overlooks the issue or assumes it’s someone else’s problem. Precisely for that reason, it’s key to put someone in charge. This doesn’t have to be an official or full-time role, but employees need to know there’s a go-to person.

The next-generation operating model for the digital world

Source |2017-06-26T18:53:00-07:00Mar 27th, 2017|Categories: Post|Tags: , , , , |

Instead of working on separate initiatives inside organizational units, companies have to think holistically about how their operations can contribute to delivering a distinctive customer experience. The best way to do this is to focus on customer journeys and the internal processes that support them. ... For law firm professionals, this necessarily means considering both internal stakeholders as well as the clients they support. Corporate in-house teams, in turn, can consider their internal stakeholders and the possible organizational silos that may impact the internal customer journey as they obtain legal service.

The Lean Startup and Your Next IT Adventure

Source |2017-06-26T18:55:07-07:00Jan 19th, 2017|Categories: Post|Tags: , |

A law department says that it wants to "increase efficiency." Not really sure what that means, the department leaders decide that it must include moving some things they do manually—or things they don’t do at all—onto a computer system. All agree that computers make things efficient and by using technology, the law department will be perceived by those outside the department as "with it." Focus on the process not the people. Don't jump the gun in going to software. Put in process improvement terms, they went to software before they had reached the limit of process improvement.

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