Business Process Management and Process Redesign

Course Overview

This program is for process owners, operations managers, business analysts, transformation teams and functional leaders responsible for improving cross-functional work. It combines process management with practical redesign.

Participants map current-state processes, identify failure demand, handoffs, controls and decision points, define measures and design a future state. The course also helps teams decide when automation supports the process and when the process itself should be simplified first.

For organizations, the program can support operating-model improvement, service redesign, digital transformation and process-owner capability.

What Participants Will Learn

Business Problems This Program Is Designed to Address

Course Outline

Applied Practice and Scenario Work

Participants use realistic situations to practise analysis, decisions, stakeholder communication and application. Private cohorts can adapt scenarios to the organization’s context while protecting confidential information.

Practical Tools and Work Products

What Strong Practice Looks Like

Business processes are how strategy becomes repeatable work. A process perspective is valuable because customers and business outcomes rarely align neatly with organizational charts. Leaders need to see how work crosses functions and where value is delayed or lost.

Current-state mapping should show reality, including exceptions and workarounds. A sanitized process map can hide the very problems redesign is supposed to solve. Participants use interviews, evidence and observation to distinguish the formal process from actual work.

Process redesign should begin with the outcome and constraints. Removing steps is not automatically improvement if those steps manage material risk or provide needed information. The aim is to remove unnecessary friction while preserving or strengthening the controls that matter.

Automation can multiply both good and bad process design. A clear, stable, high-volume rule-based activity may be a strong automation candidate, while ambiguous decisions or poorly designed handoffs may need redesign before any technology decision.

Process governance keeps improvement from fading. Owners need measures, authority and a review rhythm that lets them see whether the process is still meeting the required outcome as demand, systems and organizational conditions change.

Questions Participants Learn to Ask

Implementation Pitfalls and Cross-Functional Interfaces

Capability in this topic depends on how decisions move across the organization. Private cohorts can map where ownership, information or incentives currently break down and use those interfaces as part of the learning design.

• Business analysis for problem and requirement definition
• Technology teams for automation and workflow
• Risk and compliance for control requirements
• Functional managers for ownership and adoption

A common implementation mistake is to add a framework without changing the management routine around it. Participants identify where the tool will be used, who needs to be involved, what evidence is required and what decision or behavior should become different after application.

Advanced Application Considerations

Process redesign often exposes organizational choices that cannot be solved inside a workshop. Decision rights, policy constraints, incentives and system architecture may require sponsor action. Participants learn to separate what the process team can change from what must be escalated.

Process architecture also matters at scale. Improvement efforts can conflict when teams redesign connected processes independently. Organizations benefit from a shared view of core, supporting and management processes so local changes do not create downstream problems.

Measures should balance flow and outcome. Speed alone can create rework, while perfect quality can become prohibitively slow. Participants choose a small set of measures that make trade-offs visible and support deliberate management decisions.

Before the Program Begins

For a private cohort, participants can identify one current case, decision or recurring problem related to the topic. Anonymized patterns can be used to weight practice without turning the program into a review of confidential internal matters.

After the Program

Participants can use one work product in the next relevant work cycle and discuss the result with a manager or peer. The goal is to reinforce application while the participant has a live opportunity to use the capability.

Manager Reinforcement and Evidence of Application

Sponsors can look for observable changes such as clearer decisions, stronger preparation, better use of the relevant work product, improved ownership or better escalation. These are indicators that the capability is being applied, not automatic claims that attendance caused a business result.

Participants should select one or two applications first rather than trying to use every concept at once. Managers can ask what was tried, what response followed and what should be adjusted next time.

Designing a Private Cohort Around Real Work

Before private delivery, the sponsor can define participant roles, experience level, common workplace situations, internal terminology and one or two practical outputs that would be useful after the program.

Capability Maturity and Management Judgement

Process redesign also needs explicit decision criteria. Teams can generate many possible future-state changes, but the organization still needs to choose among them. Participants compare options using customer impact, cycle time, control, cost, capacity and implementation difficulty rather than relying on preference alone.

Another challenge is local workaround removal. Workarounds often exist because the formal process cannot handle real demand, exceptions or timing. Eliminating them without understanding why they developed can make performance worse. Participants treat workarounds as evidence about the current system.

Process ownership becomes more important after redesign because performance can drift. The process owner needs enough authority and information to coordinate across functions, review measures and trigger further improvement when operating conditions change.

For corporate cohorts, these maturity questions can be used to compare current practice with a stronger operating model and identify one or two realistic changes that would improve control, decision quality or performance.

Process redesign also benefits from piloting. A future-state design that appears elegant in a workshop may behave differently under real volume, exceptions and time pressure. Participants identify which parts of the new process should be tested first and what evidence would justify wider rollout.

This gives sponsors a practical way to distinguish basic tool use from mature application: the participant can explain not only what method was used, but why it was appropriate, what evidence supported it and how the decision will be reviewed.

Who Should Attend

• Process owners
• Operations managers
• Business analysts
• Transformation and digital-improvement teams

Organizational Benefits

• Improve end-to-end process ownership
• Reduce delay and rework
• Create stronger automation readiness
• Improve cross-functional performance measures
• Build repeatable process-redesign capability

Delivery and Pricing

The program is live and instructor-led. It can be delivered in the classroom, live online or in-house. Duration is flexible and should reflect participant level, selected depth, organizational objectives and the amount of applied practice required.

Public and private pricing: current public fees are confirmed with scheduled cohorts. Private and customized programs are quoted according to cohort size, location, scope and customization. Request a proposal.

Frequently Asked Questions

Related Programs

• Operational Excellence and Process Improvement
• Business Analysis and Requirements Management
• Change Management and Organizational Transformation
• Digital Transformation Leadership

Upcoming Dates & Venues