Workshop Leader: Steven Stanton
FCB Partners

This tactical and pragmatic session will focus on the tools and techniques that support these seven factors. Using real cases, this interactive tutorial will enhance the odds for success for its attendees.

What’s your process project success rate? Most organizations don’t actually know, they’re too busy launching the next wave of projects. Those who do measure their improvement outcomes report a 25% success rate (at best). Success in these projects is defined as achieving the promise that was made at the project’s initiation. This means three out of four of your current projects are doomed to failure or an ongoing existence as a “project zombie”, an effort that’s dead but doesn’t know it, still meeting but never changing a thing.

It doesn’t have to be this way. The causes of failure are predictable, and successful organizations know to launch their process improvement projects with as many of the following success drivers as possible:

  1. Powerful sponsor and governance structure
  2. Strong whole-brained team
  3. Clear project focus and scope
  4. Data-driven decision-making
  1. Permission to get out-of-the-box
  2. A Trajectory of testing
  3. Disciplined Stakeholder Management

Steve StantonSteven Stanton, a co-founder of FCB Partners, is one of the pioneers of business model innovation. His work is focused on improving the connections between processes, strategy, and governance and facilitating successful business transformation. In doing so, he has consistently assisted his clients in achieving significantly improved business performance. He is the co-author with Dr. Michael Hammer of The Reengineering Revolution and the Harvard Business Review article “How Process Organizations Really Work.” In addition, he has published many articles on business transformation and, as a leading management thinker, is frequently cited by national publications such as Fortune, Business Week and CFO Magazine.