This is kind of obvious - I'm sure you knew it already - but it had escaped me until I sat in on two client case studies at IP11 this week: Managing variants in global business controls is essentially the same problem as managing variants to global processes. Except that it's arguably more complex and business critical.
McKinsey has noted that most organizations don't manage global processes well. Many are in denial that there is a problem. They define process variants as an IT issue and talk of 'vanilla' system implementations as solutions. And if variants are addressed, it's in a one-off Inquisition, as though things would stand still thereafter.
The truth is that every global process requires local variants of some sort. But global processes continually evolve, and local circumstances continually change. So what's really needed is the capability to continually re-optimize the mix of global process and local variants. And, of course, to continually re-deploy these changes to the workforce in a way that ensures adoption.
McKinsey noted that many multinationals don't have the collaborative (and governance) framework in place to pull this off. They suffer a 'globalization penalty'.
It's the same problem for global business controls, except more complex.
Rene Nibbelke from BAE Systems highlighted in his IP11 keynote the value of visualization in enabling a Finance team to transform and deliver 280 processes with 230 business controls. But an investment bank, in a workshop case study, showed 15,000 business controls embedded in its processes in Nimbus Control. Many were local variants. The bank's problem was to continually re-optimize the mix of global controls and local variants.
As an integrated management platform, Nimbus Control delivers the capability to continually re-optimize the global/local mix for processes and business controls.
It's not just analytical either - it supports real world operations, where some business controls require daily reporting and attestation. And it can do this at pace.
In one case study - another investment bank - the client created a single source of truth: an integrated process map, covering its activities in 28 functional areas and across 3 regions of the world, complete with 10,000 business controls embedded in the operational processes - in just six months.
27 Sep 2011 After Nimbus IP11, The Sky's The Limit
10 Jul 2011 Managing The Downside of Global Processes