Demands on your business processes by expectations of customers and requirements of external supervisors

Customers have expectations about your product, delivery time, quality, service etc. For an optimal Customer Experience you would like to exceed the expectations of the customer. This means that you must have insights in your key performance indicators (KPI’s), so you can make adjustments on the findings. To realize this, our service “Process Analytics” offers good toolings.

But claims about your business processes also come from external regulators who ensure compliance with laws and regulations. As a result, risk & compliance is becoming increasingly important, often set-up through the model of “Three Lines of Defense”.

The first line is (line management (the business)), responsible for its own processes. Important here are the critical risk indicators (KRI’s). The second line (risk & compliance officers) monitors if the first line actually takes its responsibilities. They do this, for example, through risk assessments. The third line, often an internal or external auditor, finally gives an independent finding. All this is designed for regulators to report that your organization is in control.

 

Two sides of a coin

Although different; KPI’s as KRI’s have the same objective: they give you insights to answer the question “are you in control of your operations?”.

There are in fact two sides of the coin. Are you in control of both; your client performance as risk and compliance?

 

What does it mean “Continuously in control”?

By combining risk & compliance with result-orientated management and continuous improvement in self-organizing teams, both KPI’s as KRI’s become more visible and the demands from risk & compliance are no longer seen as ballast.

An operational improvement that really is aimed at achieving a better operating result (often by further automation) will lead to reducing risks.

Again, pursuing an aim (achieving a certain result), and a risk (expected events that lead to less results), are two sides of the same coin.

 

Which results can you expect?

Monitor your KPI’s and KRI’s allow you to continuously improve your processes. Additional effect is that a continuously improving organization is aware of the impact of the risks in the organization and thereby can anticipate the possible consequences.

This approach helps you to monitor the risks in the business operations, and changing and improving the way of working. If this process is continuous, a self-learning and self structuring organization arises.

  • Increases customer satisfaction
  • More insights and transparency
  • Improved employee satisfaction
  • Improved collaboration between departments
  • Reducing costs and improve efficiency through process improvements
  • A truly effective integrated risk management
  • More efficient implementation of audits
  • Strengthening the risk awareness

Our approach

Foundation

model-in-control-jpgTogether we determine the degree of control on performance and risk awareness, this enables us to define the next steps to develop this further.

Based on the input from the inventory we conduct customized workshops, with the aim to achieve a jointed and approved insight within the context of the business unit or team.

Integration and governance

Together with the organization we make business processes and objectives visible. We identify the KPI’s and KRI’s, the management measures and standard frameworks (laws and regulations).

Then we link the frames to the standard processes, KPI’s, and KRI’s and management measures and submit this in an integral framework, which makes control possible.

Also we propose who will become the process owners within the organization and determine their duties and responsibilities to fulfill their role.

Monitoring and reporting

The process owners are responsible for periodically monitoring the KPI’s and KRI’s and the degree of risk management.

For the risk management we define, per process, the plans to test how the risk management is functioning. This results in a test calendar in which trained staff (testers) periodically review each process.

The results of the process reviews are made visible in dashboards, allowing you to control them.

Continuous improvement

The improvement potential is determined and documented based on the results of the analysis and reviews of risk management. Urgency, the impact and cost are taken into account. Criteria will lead to which actions are carried out to achieve the improvement, an owner is assigned to the action and an end date to be agreed upon.

Of great importance in the implementation of “continuously in control” is the realization that it needs a fundamental different way of working. This includes the:

– collaboration within teams and business units, but also between different teams and business units;
– taking responsibility to control on KPI’s and KRI’s and taking ownership.

 

 

 

Care to share views?

We like to think about how your organization can get in control. Whether for advice or concrete projects, please contact us so we can share our views.

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  • Alex van Elst
  • Senior Consultant
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  • Get in contact

  • Dennis Vermeij
  • Senior Consultant
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