Jacqui Whiskey, Business Process Lead at BG Group is speaking at Ovum’s 6th Annual Business Process Management Forum, taking place at Thistle Marble Arch on 18th November 2014. She will be participating in an Industry Leaders Panel Discussion entitled BPM as a vehicle to deliver agility and reduce costs – Finding the holy grail, alongside senior representatives from TNT Express and Maersk Group. We caught up with her to talk about the key moments in her career, her thoughts on BPM and her aspirations from the conference.
Ovum: BPM Mantras – please share with us with your favourite BPM or work adage?
Jacqui Whiskey: Keep in close contact with your customers/end users to understand their changing needs and environment. This will ensure you can react effective and maintain your relationship
At Business Process Management Summit 2014, I am most looking forward to meeting other BPM practitioners, sharing experience and understanding some of the challenges they have faced in the past and the methods employed to overcome those challenges.
Ovum: From a learning experience viewpoint, what has been your most valuable lesson in your working career?
JW: Ensure you understand the environment in which you operate and how it impacts you and your business, because we live in a rapidly changing global business environment. Also, build a cross functional professional network that you can call on if you need to. The biggest mistake a Business Process Practitioner can do is believe they can solve everything on your own, there will always be someone who has gone through a similar experience and can share their lessons learnt. A very strong professional network can easily assist you to focus in the right direction.
Ovum: What are some of the challenges of your job?
JW: One of the main challenges of my job is getting Stakeholders to make decisions at the right time and identifying, tracking and delivering benefits against a clear objective. We tend to operate in silos, and if key Stakeholders do not have a vested interest in the success of a project or the authority to make on the spot decisions, it will be extremely difficult realise the planned benefits. Other challenges faced are being able to transition from fire-fighting state to leading the Business Change process.
Ovum: What one thing would you implement tomorrow if you knew success was guaranteed?
JW: I would implement a central Business Change management team with oversight across all projects and business activities. This high performing team will ensure all interdependencies and its potential impact on the deliverables are identified; mitigation plans developed and effective communication are issued to all stakeholders to reduce the impact of these changes to the business operations. I believe timely, effective and targeted communication with customers and end users will ensure project success.
Ovum: What has been the most rewarding project you worked on, and why it was rewarding?
JW: Recently my most rewarding project was managing a Business Change network during the roll out SAP SRM (Supplier Relationship Management). The entire business change management programme was managed remotely to 6 geographical locations over 5 months. The change management planning and delivery process was extremely successful and well received by the business in all locations. The key to our success was ensuring the stakeholders in each location were supported along the journey, in other words we didn’t develop a project and simply implement, we engaged the business from the beginning, allowed them to be a part of the project, gave them the authority to issue the go-live decision and as a result they felt empowered to make decisions and achieve a successful go-live.
There was excellent feedback from all locations on the approach used and recommendations made to management to use this model in all projects in the future.
Ovum: What in your opinion will be the next big change in the way that we work and the way in which businesses engage with their employees – and specifically the way IT has to service their customers?
JW: Managing a global network of employees, who will no longer be required to show up to an office location on a daily basis. This way of working already exists but, I think in the future, will be the way all business will operate. We will need to overcome cultural barriers, time zones issues and ensuring everyone is focused on the right objectives. Virtual teams will increase the business needs to manage these teams and achieve the best results.
Ovum: How do Process Excellence / bpm fit into the business at your organisation?
JW: I am part of BG Group Functional Excellence function and we as a team are continuously striving to improve the way we work and focused on achieving best in class BPM operation.
You can view all of the topics to be discussed at BPM Forum on the event agenda, and you can discuss these topics and more with Jacqui, and all our speakers, by registering today (enterprise end-users can claim a complimentary pass).