Leslie Huin - The importance of operational excellence
Let's start from the beginning; tell us a bit about yourself?
Yes, so I'm Leslie Huin, I'm working at the Université Jean Moulin Lyon 3...
...in France, for those who don't know where Lyon is located.
I work at the Internal Audit Department, in a sub-department that is called continuous improvement of Business Process Management.
There, we work on all aspects of risk and internal control. We also work on audits with the University's internal auditing department.
Why is Business Process Management so important to organizations?
Before talking about Process Management
it is important to mention that a process itself is really important within an organization.
That is to say, the process is describing the activity.
So from this point, intrinsically, a process is important within the organization.
So managing a process, simply means you are conducting your activity.
So, in my opinion, we talk about BPM and Business Process Management
but that's already something that organizations are doing if they want to be efficient and comply with regulations.
Then, BPM is being standardized
this means that BPM is adding method to the management logic of an organization
according to the activities and processes.
What is the key to successful business transformation?
So recently, we are talking a lot about transformation, digital transformation, etc.
So there are a lot of lines of transformation.
But, what does transformation mean?
It means, to change, to move from something existing to something potentially new.
Or something even better, if possible. This is change management.
Transformation means to manage the change that is generated by many projects.
And be able to support the people that are going to be affected by this change and sometimes even subjected to it
to talk about it frankly.
Sometimes they are not really willing but they are going to be at the centre of this change
and consequently will be the engine of the change. So to manage this change, whatever the situation, we have to steer it.
It is also important to not look too far ahead, in terms of the maturity of the company.
One must work step by step, it's important to go forward progressively
in fact being ambitious is good, seeing further is also good but it has to be done progressively.
It's important to not dive too deep too soon. Depending on your maturity. Otherwise, it would be difficult to manage.
How do you see the BPM Industry evolving in the near future?
This is not the easiest question to answer.
At the University we're still in the early stages of Business Process Management
so we are still really focused on the efficiency aspect.
So we are starting a lot of things, we are setting up some elements
and so attempting to predict the future of BPM is a bit complex.
But on the contrary, what we are observing is that processes are going to be...
...well how I can say this.
One of the activities that is going to more and more interesting
is intelligence surrounding processes.
That is to say, we know how to formalize processes
we have our improvement techniques established, like 'Lean'
and we have a lot of methodological tools to optimize them
So now, we are mainly going to work on running processes, trying to understand them and see how they work.
We have our KPIs and we are able to tweak some calculations and indicators etc
But I think that operational Intelligence tools are perfect to combine data
such as Big Data that we find in companies internally or externally
is also going to play a key role in operational excellence the organization of tomorrow
But I'm not a visionary, so we'll see!
You can ask me the same question in few years and we'll see if I was right or not
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