Our approach means that you can - with confidence - answer the questions you have about improving processes such as: What process design approach do I adopt that best suits my business? What are the best standards and tools to use? How can I get my own team to deliver this over time? How can I ensure that my design stays up to date, that my requirements reflect this design, and that these are not compromised during build? Critically, we also identify improvements that truly are quick wins.

This section includes:

• Benefits of Process Redesign
• Capgemini’s approach
• Capgemini’s capability
• Success stories

Benefits of Process Redesign

Process Redesign can be used to deliver cradle-to-grave solutions when creating new parts of a business, continuous improvement initiatives, changes to the operating model and, not least, to improve the effectiveness and efficiency of customer-facing services to support the bottom line and win or retain market share.

The benefits of Process Redesign include enabling organisations to:

• Understand where and why existing processes are failing
• Identify opportunities to deliver existing processes more efficiently and effectively
• Transform through the full redesign of end-to-end processes
• Design and implement new processes to support new product and service development
• Optimise existing processes as a critical pre-requisite to a technology enabled transformation
• Develop in-house expertise to continue to deliver process excellence in the long-term

Capgemini’s approach

There are a number of approaches that Capgemini uses to tackle Process Redesign.

Focused Process Improvement Framework

Capgemini’s ‘Focused Process Improvement’ framework (FPI) for Analysis & Design generates a pragmatic plan for capturing requirements and implementing effective business improvement change with minimal risk. FPI encourages our clients to deal only with real issues and their root causes, and not with theory. It focuses on the issues that will make a difference to bottom-line performance and will provide the client with the capabilities to identify the processes that actually add value and turn ideas generated about how the client should operate into practice. It also allocates ownership of all initiatives and merges strategic, technological and operational perspectives to transform complex plans into measurable and agreed activities.

Large scale Business Process Reengineering/Systems Integration implementations

Large scale process change can take a number of different shapes and address a huge variety of complex problems. However, they all typically follow 6 phases:

• Mobilise: The goal of this phase is to create the conditions necessary for a successful implementation. These include a common understanding of the scope and objectives of the processes, a confirmed process design team structure and a clear project plan.
• Design: This phase determines the high-level business processes necessary to meet a set of defined business objectives, and to use these requirements to finalise the process design and operating model.
• Build: At the Build phase we work with the client to formulate the detailed process solution based on client requirements. It will incorporate joined up working with the technology and organisation workstreams to build an integrated solution.
• Test: At this stage, we test the fully integrated system through each business process cycle and ensure that the solution meets the defined requirements.
• Transition: The goal of the Transition phase is to complete user acceptance testing, prepare client personnel and achieve final cutover to the new system.
• Support: The final phase provides continued project team support in the immediate post go-live period and ensures a smooth handover to the support operations team. Improvements to process design are made and introduced for better ways of working.
• Tools and Techniques: Capgemini’s enterprise Process Redesign capability is built upon a suite of tools based on Lean, Six Sigma and delivery experience to provide our consultants with ready access to the BPR, Change and Benefits methodologies and approaches required.

Capgemini’s capability

Capgemini’s enterprise process design capability focuses not only on the understanding, performance and change a process could go through, but also:

• Understanding and redesigning the organisation interaction that supports the process
• Defining the role technology plays to enable the process
• Determining the value the new state would bring to our clients and their customers

Capgemini works with clients to unravel the complex blend of how to get the best out of the people, process & technology relationships to design, deliver and review effective transformation and change.

Capgemini people have experiences across the process design spectrum, from short Analysis & Design projects through to large ERP implementations. We work with our clients to up-skill and support them through the design.

Our people have the skills and experiences with industry methods (E.g. Lean, Six Sigma) and have developed their own approaches to suit client needs and remain flexible to the requirements of the customer.

Success stories

This client required the design and delivery of a new operating model for their complex organisation involving a large number of internal and external stakeholders. Capemini was successful in implementing a rapid design factory to deliver over 800 process re-designs, producing an end-to-end business architecture including the articulation of how the organisation and data designs integrated with the technical architecture and industrialised requirements tracking to demonstrate how the solution met all 2,500 requirements.

This large government agency engaged Capgemini to deliver a continuous improvement Lean culture across 115,000 employees to support ministerial performance and reform targets. Through an initial Proof of Concept, Capgemini worked with the client to realise a 40% improvement in performance and to train 5,000 employees. Subsequently, Capgemini helped the client transition to a self-sustaining model with 33% of all staff training in Lean techniques.

This public sector client was delivering a transformation programme that was misaligned and suffering large delays. In addition, the IT components were not expected to be able to support legislative requirements. Capgemini were engaged to create detailed models to simulate IT delivery proposals to inform the client when deciding the best rollout schedule and how to re-build the transformation programme. This led to the accelerated delivery of the programme and the successful management of programme dependencies.