My consulting work over the years has covered many situations and organization types. The common thread in this diversity has been the identification and resolution of complex business problems. Whether in strategic planning, project rescue, performance analysis or innovation, the key task has been to first determine what the real questions are, and then to answer them in meaningful and pragmatic ways. This work pattern has inevitably led to adoption of process‐based management as my core business view.
Process improvement and management assignments have included the following:
Australian Sports Drug Agency
ASDA ran Australia’s anti-doping program through drug testing, education, and advocacy services to deter athletes and support staff from engaging in banned doping practices. In 2006 it became the Australian Sports Anti-Doping Authority (ASADA).
Roger assisted ASDA to review its processes. The initial objectives were to identify areas for process improvement, improve understanding of the processes and their dependencies, and to specify requirements for upgraded IT to support test plan management and athlete location monitoring.
A subsequent project looked at the wider implications of process change and made reengineering proposals to ensure that the new operational paradigm had maximum effect on internal efficiency and mission effectiveness.
Ministry of Communications & IT
The Saudi Ministry of Communications and Information Technology (MCIT) is playing a leading role in realizing the national Vision 2030 program as the Saudi ICT strategy is a cornerstone of national digitization . The MCIT vision is “Building tomorrow's digital foundations for a connected and innovative Saudi Arabia.”
In support of this work MCIT commissioned a project to design and implement a process‐based management approach to the execution of its strategy. A process architecture was documented along with process KPIs for ongoing performance management. Process modelling capabilities were also established along with an Office of BPM.
Roger was lead consultant for the architecture and performance management project phases.
Roche Pharmaceuticals & Roche Diagnostics,
Roger’s involvement with Roche began with an assignment to deliver a three‐day review of process‐based management theory and practice for a group from both the diagnostics and pharmaceuticals divisions of Roche.
The workshops and related meeting were conducted in Basel, Switzerland. Participants, who came from around the world, were interested in both the general theory of process‐based management, and how business process analysis would provide support for a major global ERP implementation project.
Following a one‐day training course, various workshops and meetings discussed these issues and created a development roadmap. Remote coaching continued following the onsite work.
This project was tasked to create process‐based management and improve operational performance. Using the ideas of Primacy of Process ,7Enablers of BPM, and Tregear Circles, this short project quickly defined the foundations of effective process‐based management.
The project started by developing a possible highest‐level process architecture for the whole organization to give context for the substantive work of defining the IT‐related processes, and their measurement and governance arrangements.
The Navitas IT team undertook this work to improve the management of the processes which they execute, and as a demonstration of the process‐based management approach for the rest of the Navitas global organization.
Based in Switzerland, Datwyler Sealing Solutions is a supplier of customer‐specific sealing solutions with 6,000 employees in 17 globally locations.
It develops, manufactures, and delivers high‐precision parts, which make an important and often crucial contribution to the functioning of the final goods produced by customers in the healthcare, civil engineering, automotive, and consumer goods sectors.
Roger Tregear provided advice to executives and operational teams about the development of process‐based management across the organization. This work has involved meetings and workshops in Germany and Belgium, as well as remote advice and webinars. A training seminar was developed and an initial process architecture was discussed to bring the theory to life in a meaningful way.
Zespri International Limited
Zespri provides a coordinated marketing mechanism for kiwifruit grown in New Zealand and other parts of the world. Based, in Mount Maunganui, New Zealand, Zespri has operations in Europe, Asia, and North America.
In parallel with a technology update across its supply chain and a general organization development initiative, Zespri wanted to better understand, manage, and improve its business processes.
Roger Tregear led the project to develop the initial Zespri process architecture and related performance measurement and process governance processes . In a series of extended workshops and other meetings and discussions, he helped Zespri staff discover and document the process architecture.
Social Development Bank
Social Development Bank is a public sector organization in the Kingdom of Saudi Arabia that seeks to develop the ability of Saudi citizens and small organizations to meet their social and economic needs. In line with the national Vision 20230 initiative it promotes social and economic development by providing financing services and education programs.
This project introduced process-based management across the banks’ operations to clarify work practices and improve strategy execution.
Roger Tregear first conducted a review of the bank’s strategy and its alignment with existing process models. With the support of bank personnel, he then lead a team that went on to discover and document a high‐level business process architecture that aligned tightly with the strategy. Further discussion were held about the ongoing use of the architecture.
Saudi Arabian General Investment Authority
The Saudi Arabian General investment Authority (SAGIA) is the investment promotion agency for the Kingdom of Saudi Arabia. SAGIA is responsible for following up and assessing investment performance, alleviating difficulties encountered by investors, conducting research studies, and creating plans to stimulate local investments.
SAGIA implemented process-based management throughout all areas of its operations. This project created a high-level process architecture, assigned KPIs, designed governance processes, and initiated pilot projects to demonstrate the practical implementation of process governance.
This work was lead by Roger Tregear using the theories and practices described in his book Reimagining Management. .
The objective of this project was to establish process‐based management for TAFE NSW and to create the Enterprise Process Excellence Office and related artefacts for the ongoing development and support of process-based management. This work supported an overall transformation program.
The project was designed to quickly establish the necessary baseline for process‐centric operations, and to transfer skills to TAFE personnel. A process architecture was developed through a series of facilitated workshops. Process performance targets were discussed for key processes and process governance arrangements were designed.
The project work was based on the 7Enablers of BPM and Tregear Circles bodies of work as described in the book Reimagining Management. Throughout this project Roger provided advice and guidance to the Enterprise Process Excellence Office team.