Another week another conference - well my life isn't actually like that, it is just coincidence that I had two back to back - no more for months. This one was on B-Process-M and had moments of enlightenment in amongst the chaff. One of the moderators was Dr Michael Rosemann from QUT in Brisbane - someone I have met a few times now and each time I am more impressed than the last - he has a marvellous intellect, a sharp wit and a passion for his calling.
One of the questions thrown to a discussion panel from the floor (actually a colleague of mine, go Jonathan) was "what is the elevator pitch for BPM?". Great question and one that the panel really struggled with. You know the scenario, the CEO steps into the lift beside you and as the doors close he/she turns to you and and asks "so what do you do for our company?". You have 6 floors (20 seconds) to pitch your value and worth to the top dog.
"Well, eh, um, I, eh, you see, we, eh, I'm........" ding go the doors and out walks the only platinum coated sponsor in the business - impressive work Agent 99.
It's important to practice these things - you only get one shot!
The problem with our trusty seminar panel is that the elevator must have been in the Empire State Building - CEO's need sound bites - not monologues. And as I listened to the various suggestions I realised that I sound just like them. So over the last 24 hours I have put myself to the test - give me the snappy elevator pitch - and the follow-up line when the CEO presses the stop button and says "tell me more".
I started out with "BPM increases customer satisfaction and reduces costs" - hah! Everything ever pitched to a CEO "increases customer satisfaction and reduces costs" - got to do better than that.
"BPM reduces customer irritation and recovers margins lost to the business" - all right, that sounds pretty good.
His hand is reaching for the stop button, quick what's the follow up? "We identify the most common complaints our customers have about our service delivery and then we iron out the wrinkles in the processes that underpin those areas so that we get a quality result everytime. The reduction of administration and problem management releases profits back to the bottom line everytime."
Hey, not bad, give the man a cigar - can anyone do better? Let me have it.
June 1st - Hmmm, having slept on that I don't think I nailed it. Some tweaking required.
"BPM increases staff and customer [internal and external impact] satisfaction and recovers profits [better than margins] lost in the business".
Followed by:
"We search out [more proactive] the most common and serious [intent] complaints people [not just customers] have about our value chain [end to end] and streamline and automate [expend effort] the processes that underpin those areas to get a reliable, quality outcome. The resulting reduction of administration and irritation releases profits back to the bottom line everytime."
I think that's better again - any thoughts out there?
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