Compass Business Club soft launch.... for those in the know



We are very near to the BIG day. Go get a sneak preview and review the goodies, articles, videos, forums, FREE training & exclusive thought leadership from these global Guru's.
Excited isn't the word. http://www.compassbusinessclub.com

  • I’m basically a big kid, there’s a part of me that has never grown up. I love to have fun and make people laugh.
  • Steve Towers is a world-renowned thought-leader who has helped hundreds of companies revitalize their management approaches.
  • Seasoned, innovative enterprise business architect who believes the success of an architecture should be measured by the business value it delivers, rather than the models or diagrams it produces.
  • My goal is to enable organizations to transform to the digital age. This requires that organizations be successful at creating processes built for change..
  • Senior leadership expert, demonstrable experience inspiring teams to embrace strategies that aid growth, improve customer relationships and produce high performance benchmarks.
  • Steven Bonacorsi, President at the International Standard for Lean Six Sigma (ISLSS)
    Master Black Belt in Lean Six Sigma Methodology.
  • A proven leader in formulating and delivering solid solutions for the most pressing business challenges organizations face in creating and delivering value to customers and shareholders. Senior Executive consulting services delivering extraordinary outcomes in all client engagements.
  • I am an action biased leader with an ability to execute change at multiple levels of an organization. My experiences range from strategic to operational level in financial, manufacturing and services industries. I enjoy my profession and find problem solving exciting. Below are some of my professional certifications:
  • Twenty five years working in the Technology Services, Consulting, Supply Chain, and Utility industries in South Africa, Europe the USA and Asia comprising:
  • Lawrence D. (Larry) Duckworth is a former Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, Board(s) member, Growth and Liquidity Adviser, Financing Adviser, Boards member, and Adjunct Professor.
  • Proven track record of leading and consulting on many complex projects with diverse teams across different departments and companies. Developed and currently lead an extensive Lean Six Sigma training and mentoring program used across the Sprint enterprise.
  • Pradeep Henry is driven to turn software projects into strategic initiatives. To make this change happen, he brings a strategy-driven Discovery-and-Design method. Previously, as innovator, de facto innovation & change leader, and practice director, Henry played a proven role in the competitive differentiation and storied fast growth of Dun & Bradstreet spinoff Cognizant Technology Solutions.
  • Founder of i-nexus, the leader in cloud-based software for strategy execution. Respected thought leader, adviser and co-architect of the Strategy Execution 2.0 “Business System” that is rapidly becoming the de facto blueprint for how large organizations successfully deploy and execute their strategic objectives.






It is here now.





Simple is as Simple as


Stop trying to fix complexity. Start from the Outcome you are trying to achieve and work backwards. Simples really!

The one most important thing

Everyday brings a new challenge. There are however a only few fundamental truths when it comes to working and being with others. 

Integrity, that is everything.







Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Amazons success

Certified Process Professional Masters
(CPP-Master) Program


An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service.
Producing Immediate and sustainable business results across any industry and sector.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html






The Facade of Lean - Manufacturing & Technology conference

John Dyer gives us his perspective on Lean Manufacturing in 2015 from the May conference Industry Week conference




Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Amazons success

Certified Process Professional Masters
(CPP-Master) Program


An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service.
Producing Immediate and sustainable business results across any industry and sector.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html

1 week in 75 seconds at the CPP Masters in Australia (you Can:Do too)

We had a bit of fun this week with the completely revised and updated CPP Masters program.
Working with a terrific organisation who dedicate themselves to helping their community - Can:Do (see http://www.candogroup.com.au/) ten people qualified as CPP Masters.

This is in addition to the folks who achieved Masterdom last year at the Sydneys 14th CPP Master event.

Here's three snippets, the first using signing.

Thanking you Can:Do for all you do.




This next one is the Certificate handout with a synopsis of the program.



And finally the earlier session in Sydney from 2014




Join us to learn the Secrets of Apples, Googles, Zara, Zappos and Amazons success

Certified Process Professional Masters
(CPP-Master) Program


An internationally recognized program with proven track record delivered by been there and done it coaches more than 130 times, in 52 cities with delegates from 105 countries.
The program, now in its tenth year, utilizes the BP Groups approaches and framework to help you and your organization win the triple crown – simultaneously reduce costs, grow revenues and enhance service.
Producing Immediate and sustainable business results across any industry and sector.

Become a qualified CPP-Master and demonstrate your professionalism http://www.bpgroup.org/book-class.html


How you can drive customer centricity through the power of process


Traditionally, process excellence has focused on improving productivity, efficiency and effectiveness. Methods and approaches have evolved over time to help organisations streamline, remove waste and standardise processes, driving economic success in many countries around the world.

But times have changed. And we must change with them. The rise of digital and changing customer expectations is changing the very nature of business improvement. Organisations must now look for new approaches and strategies which place the customer at the centre of processes, to remain relevant and competitive in a dynamic market.


Ahead of Process Excellence Week Australia 2015, Steve Towers, Lead Coach and Co-Founder of the BP Group (UK) interviewed by the PEX team reviews the biggest factors currently transforming the process excellence landscape and the steps Australian organisations can take to successfully link process to customer outcomes.


What types of new approaches and techniques are changing the way companies approach business improvement?
Steve: We need to ask ourselves the question – what is driving change? And at a fundamental level we are seeing the ascendance of what I like to call the digital native. These are folks who have little patience for assembly line factory thinking with its rigid rules and structures. In fact as customers the digital native demands immediacy and attention.

Swinging back to the original question organisations now need to embrace approaches that meet the high expectations and promiscuity of this digital native. Otherwise they will not survive the decade – witness the demise of companies such as Nokia, Kodak, Blockbuster, and Blackberry. The new approaches and techniques emphasize the customer, front and centre. And I don’t mean in an arbitrary ‘voice of the customer’ way. I mean as a central focus for everything – strategy, operations, technology and process.

The book I wrote in 2010 referred to the overall concept of Outside-In, shifting the way work gets done by understanding needs and aligning everything an organisation does to achieving successful customer outcomes. In the five years since we reviewed the pioneers such as Virgin, Amazon and Zara the customer centric philosophy has become mainstream and accessible to all. So business improvement itself has shifted from getting better at what we do to redefining what it is we do and ensuring the delivery works for the new order.

How might companies go about linking process improvement with their customer centric strategy? What are the benefits?
Steve: Connecting the dots between process and customer is a critical challenge. It is only in the last 10-15 years that people have realised that all work is a result of customer interactions and can, with the appropriate approach, be connected to every single task and activity.

The resulting Process Performance Landscape demonstrates where costs occur, how revenue is created and what levels of performance can be achieved. Once we have that picture we can make informed decisions that touch everything the organisation does. The benefit is completely tangible, something I refer to as winning the triple crown, simultaneously driving out costs, growing revenues and enhancing service.

What types of techniques can be used to achieve cost reductions, revenue improvement and customer satisfaction?
Steve:  It is sometimes thought that cost, revenue and customer satisfaction are mutually exclusive. Not so and in fact they should be approached together. Firstly if we understand the causes of work and its effects (our processes) we can set about either removing the causes by putting in place actions to eliminate them.
Secondly if we cannot manage the causes away we must improve them. A couple of useful techniques in this context, which complement process excellence approaches, are the Outside-In Strategic Matrix and Successful Customer Outcome Model.

Australia appears to be a little behind the rest of the world when it comes to business improvement – what steps do you think we need to take in order to catch up?
Steve:  A lot of the difference comes down to economic cycles. Australia really didn’t feel the severe impact of the last downturn and as such business was pretty much as usual. Other countries witnessed the implosion of long established industries and you either went under with them or reached out for ways, beyond industrial age thinking, to survive and subsequently thrive. Until recently, Australia hasn’t had the same worries so there has been a degree of misplaced complacency. Catching up is going to require great effort and simply put some won’t make it. That will affect not just the high street brands but the careers and future for many. So listen and observe the next practices emerging and make them Australia’s own. The Aussie ability to assimilate and improve at the same time will get you there.

What key trends or factors will drive change in the process excellence arena in the next 12-18 months?
Steve:  A biggy here is the professionalization of process excellence. And then isn’t about belts and titles. It is about equipping our people to live and work with the digital native in all of its forms. We have already discussed the emergence of customer centricity and Outside-In thinking and that is the key. Those folks who can harness that thinking and apply it to their organisations will undoubtedly succeed; at the expense of others still practicing outmoded approaches from the industrial era.

To be blunt the top team demand results like never before. Getting there isn’t about trying harder, it is about working smarter and that involves reframing process excellence to performance excellence. Reaching out beyond the linear production line straightjacket to Outside-In agile structures able to change and evolve rapidly. That is a capability thing and requires folks to get up-skilled as quickly as possible.
  
What is the value of attending Process Excellence Week Australia 2015?
Steve:  At a personal level it is about self improvement. It is about understanding and learning what others are doing so you can take that learning and turn it to your success. At an organisation level it is about the insights of the speakers, vendors and workshop leaders. As a forum to ask the sticky question amongst fellow professionals it is a great place for fast track learning. And on that score the networking opportunity is massive. It is great to know you are not alone in the improvement quest, there are others here to help, share and advise. From my point of view no other conference in the southern hemisphere comes close. Period.

Steve will be further exploring the common ingredients of sustained success and how using the power of process linked with a customer centric strategy can produce a winning and repeatable process excellence formula at Process Excellence Week Australia 2015.
For more information visit www.pexweek.com.au or call +61 2 9229 1000 or email enquire@iqpc.com.au