Oliver Wight shows how to unlock continuous improvement with new Process Ownership white paper

Business improvement specialists, Oliver Wight, have published a new white paper, titled ‘Process Ownership: The key to change management success’. The publication addresses how to manage continual change within a business if customer demand is to be met efficiently and profitably, now and into the future.

Too often, once a change programme has been implemented and the project team has been reabsorbed back into the business, the benefits gradually slip away. This is because most organisations are functionally run, yet many of the issues fundamental to business performance – new product development and order-to-cash, for example – are linear, running end-to-end across the business, and they pay no regard to departmental boundaries. The white paper demonstrates that the answer to sustained improvement lies in assigning accountability for these cross-functional processes to dedicated Business Process Owners (BPOs).

“Empowering the BPOs and their cross-functional terms to proactively design and implement improvements will also release the CEO to focus on the business strategy to take the company to the next level,” says Oliver Wight Associate Dawn Dent, author of the paper. “The benefits of Business Process Ownership can extend way beyond the change programme itself to positively influence the delivery of the overall business strategy, ensuring the organisation performs well for many years to come.”

The white paper shows that a properly implemented system of Business Process Ownership and assigning senior individuals accountability for the ongoing success of a process sends a powerful message to the rest of the organisation and ensures the time, effort and resource invested in a change management programme doesn’t go to waste.

“The key to a successful change management programme is in adopting a philosophy of continuous improvement led by the BPOs,” says Dent. “The business should be continually re-optimised against the Oliver Wight Class A Checklist the globally recognised standard for Business Excellence.”

To find out more, download the new Process Ownership white paper here.

More information

Zoe Davis
Oliver Wight EAME             
zoe.davis@oliverwight-eame.com
www.oliverwight-eame.com

Steve Lipscombe
RONIN Marketing Limited
44 (0) 20 3326 5040
stevel@roninmarketing.co.uk
www.roninmarketing.co.uk 

About Oliver Wight

At Oliver Wight, we believe sustainable business improvement can only be delivered
by your own people; so, unlike other consultancy firms, we transfer our knowledge to you. Pioneers of Sales and Operations Planning and originators of the fundamentals behind supply chain planning, Oliver Wight professionals are the acknowledged industry thought leaders for Integrated Business Planning (IBP).

Integrated Business Planning allows your senior executives to plan and manage the entire organisation over a 24-month horizon, while Oliver Wight’s extended Supply Chain Planning and Optimization ensures your supply chain is designed and structured to deliver best-in-class customer service with minimal costs. Using the Oliver Wight Maturity Model to pursue our globally recognised Class A standard for best practice will determine
a tailored improvement journey for you to develop your organisation’s processes, and reach and sustain excellent business performance. With a track record of
more than 40 years of helping some of the world’s best-known organisations, Oliver Wight will help you define your company’s vision for the future and deliver performance and financial results that last.

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About Us

Oliver Wight believe that truly sustainable business improvement can only be delivered by your own people. So unlike other consultancy firms, we transfer our knowledge to you. We have a 40 year track record of helping some of the world's best-known organisations reach and sustain excellent business performance. With our team of professionals, offering a wealth and diversity of experience, Oliver Wight can help you define your vision of the future and inspire your people to drive change throughout your business, delivering performance and financial results that last.

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The answer to sustained improvement lies in assigning accountability for these cross-functional processes to dedicated Business Process Owners (BPOs).
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“Empowering the BPOs and their cross-functional terms to proactively design and implement improvements will also release the CEO to focus on the business strategy to take the company to the next level.”
Dawn Dent, Oliver Wight Associate