A key output of our BPI methodology is the production of an opportunities matrix that cross references process improvement initiatives. The matrix enables all stakeholders to clearly see what type of change is required, by process and to agree a course of action, as shown in the finance example below;

Some of the key themes of such an opportunities matrix can be summarised as follows;

• not all changes require long term, costly I/T-related initiatives. System changes often need only the configuring of dormant application functionality, redesigning poor input screens, and removing spreadsheet work-arounds
• policy and behavioural quick wins are also commonplace and effective
• higher priorities - in general, initiatives above the ‘bottom-left to top-right’ diagonal
• the ‘Row’ view - processes often benefit from a wide range of improvement initiatives, ranging from relatively quick / inexpensive, to lengthier / costlier. Some solutions require multiple, co-requisite initiatives in order to deliver the full benefits, others require multiple but independent initiatives.Partial solutions would simply yield partial benefits. This is a useful guide in Action Team selection
• the ‘Column’ view - most processes benefit from recurring themes of intervention (eg. policy changes), again guiding change management

Building the business case for change - the ‘Return’ portion

Illustration of Building the business case for change - the ‘Investment’ portion

Building the business case for change - the ‘Investment’ portion