Dr. Harper, a global "Strategic hustler(TM)", has a progressively rich background leading and contributing to helping global & start-up organizations achieve strategic objectives through optimal performance of core business processes within an efficient information technology (IT) environment. Proven deliverer of value innovation through leading numerous process- and productivity-improvement initiatives, leverages emerging technologies for business transformation, orchestrates organizational change, while identifying and developing collaborative opportunities between business units and technology. He is a reputable source for establishing sound business practices emphasizing accountability, increased capacity, efficiency, effectiveness, quality, reduced spending and increased ROI/RONA for private and public sector clients.
An accomplished instructor and author, Dr. Harper is an engaging life-long learner and teacher who challenges his audience to leverage unique experiences to grow their mind, body, spirit, and community.
His leadership, teaching, and solutions-focused thinking has directed or contributed to strategic programs/projects with combined budgets of over $4 Billion generating combined revenues and savings of over $5 Billion for companies [start-ups, global] and governments [municipal, state, federal] on six continents [Africa, Asia, Australia, Europe, North America, and South America]. Core competencies include:
• Activity Based Costing/Management • Business Intelligence • Business Transformation • Curriculum and Course Development and Delivery • Earned-Value Management • Enterprise Architecture • Governance and Control / Compliance • Organizational Change Management • Organizational Project Management • Process Re-engineering-Improvement • Strategic Execution Management • System Development Lifecycle Management • Transformational Leadership • Universal [Enterprise] Commerce • Value Innovation • Public Speaking
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Purpose: How companies are measuring the success of their BPE initiatives How businesses are using the VOC (Voice of the Customer) to identify improvement
opportunities What types of new approaches are working particularly well
Key Findings: 48 percent said that the VOC (Voice of the Customer) or the VOM (Voice of the Market) were
the primary sources of information for driving BPE initiatives 41 percent reported that their BPE initiatives were explicit outgrowths of the competitive
business strategies 76 percent reported that their BPE deployments were successful or highly successful 14 percent of respondents said that the most important basis for defining success of the
companies BPE projects was the extent to which they could improve value delivery to customers
49 percent of companies reward BPE performance with bonuses or other rewards 20 percent are using outside sources for any type of BPE accreditation
Source: 835 individuals in a variety of BPE roles in companies of all sizes and industries from across the globe
The Process Excellence Network / Market Value Solutions
Intelligent Systems Services, LLCValue Delivery Framework Activities
Step 1 – Strategy: Focus on the Business of the Future (BoF) Develop a picture of the future (vision) Organize transformation frame Document stakeholder requirements and KPIs and Valuation innovation activities
Step 2 – Road map: Define an action plan to implement the new business model Build upon strategy Define new business model to deliver the visions, strategy, and value proposition Sets out action plan (initiatives) to implement the new operating model
Step 3 – Design: Create an architecture vision and migration plan Capture key requirements Define both the detailed business and IT architectures Develop program and implementation plans the together support the controlled implementation
changes delivered with the new business model
Step 4 – Implement: Execute the process, system and other changes – in phases Firm executes the transformation – business processes, core systems, products, services, and PEOPLE Monitor KPIs and behavioral change management Consider implementing a Transformation PMO for oversight and coordination
Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements) Stabilize new systems and processes Capture and analysis of value metrics Design and implement continuous improvement program
Intelligent Systems Services, LLCValue Delivery Framework and Business Transformation Leader
Step 1 – Strategy: Focus on the Business of the Future (BoF) Help define the business strategy and supporting IT strategies Drive planning processes for scenarios, visioning, etc. Bring in system capabilities very early; Verify the viability of the strategy
Step 2 – Road map: Define an action plan to implement the new business model Own the road map itself; Help define the business road map Define and guiding the process required to create the road map Identify high-risk problem areas in IT components of business plans Define the underlying IT components of the road map
Step 3 – Design: Create an architecture vision and migration plan Drive designs toward enterprise goals Establish mechanisms to control demand Ensure that technology components are robust and realistic
Step 4 – Implement: Execute the process, system and other changes – in phases Monitor progress against milestones and adjusting as needed Show how others have gone through the transformation and predicting problems Focus on the technical details, especially data and testing
Step 5 – Monitor: Revisit the value proposition (Measure value and plan improvements) Running IT as business as usual Measure the value of the transformation Start continuous improvement programs
Intelligent Systems Services, LLCTransformational Leadership
A deliberate influence process on the part of an individual or group to bring about a discontinuous change in the current state and functioning of an organization as a whole. The change is driven by the vision based on a set of beliefs and
values that require the members of the organization to urgently perceive and think differently and to perform new actions and organizational roles.
Personal Commitment to the Transformation by the LeadershipNot compliance / Walk the talk
Firm, Relentless, Indisputable Communication of Impossibility of Maintaining the Status QuoFirm statements backed by credible evidence / Clear indications that failure of the status quo is final and irreversible
Clear and Enthusiastic Communication of an Inspiring Vision of the TO-BE OrganizationA clear and vivid value-based vision created by an appropriate mix of rational analysis, intuition, and emotional involvement / Repeated inspiring exciting communication creates sense of urgency
Timely Establishment of Critical Mass of Support for the TransformationKnow and acknowledge the key players / Discuss failure of status quo, present vision, talk values, WIIFM
Acknowledging, Honoring, and Dealing With Resistance to the TransformationA willingness to listing / Some tolerance and patience / Clear articulation and communication of the need to change and the benefits
Defining and Setting Up an Organization That Can Implement the VisionImplement strategies, structures, and systems / Replacing key staff, or staff in key positions, not suited for change / Introduce education, training, and retraining new behaviors / Implement a reward system to reinforce actions
Communicate Progress – Regularly, Recognition, RewardRegular publication of achievements/ Face-to-face feedback sessions / Emphasizing, recognizing, and consistently rewarding gains
There are more:Tightly integrated, standardized processesFaith in Big NumbersView change as rational processNeglect the “edge” and confront the coreFailing to Learn From “Lessons Learned”
Intelligent Systems Services, LLCThe REAL Key Failure Point
Leadership is NOT flexible, is NOT upfront, and is NOT in-control:
The usual reason for failure of an initiative is that it was launched halfheartedly, or was beyond the ability of theorganization to master. Here’s what tends to happen: the leaders announce a bold new program and then walkaway from it, leaving the job to others. With no clear impetus from the top, the program will wander and drift. Aninitiative, after all, is add-on work, and people already have full plates. Few of them can take it seriously if the bossdoesn’t. Eventually the effort bogs down and dies.…..Real results do not come from making bold announcements about how the organization will change. They comefrom thoughtful, committed leaders who understand the details of an initiative, anticipate its consequences for theorganization, make sure their people can achieve it, put their personal weight behind it, and communicate itsurgency to everyone.
--Ram Charan and Larry Bossidy, Confronting Reality: Doing What Matters to Get Things Done
Intelligent Systems Services, LLCG.R.I.P. = Goal Management
G = Get to the defined finish lineO = Obtain short-term term and long-term satisfactionA = Aspire to be part of something great, and never give up!L = Lead –be the example of “making it happen”S = Seek a wholistic solution through systems thinkingdriving goals for organizations, process, and job/performer