Strategic reorientation, business models, workflows and data interfaces: Give your process documentation a clarity, emotion and dynamism that you can not achieve with traditional methods. In this training special you will learn techniques, visual vocabulary and visualization methods for different complexity levels in your organisation and apply them to your own case studies.
Interdisciplinary teams that deal with strategic changes or improving work processes often no longer see the wood for the trees. Is there a big plan? Are we talking about the whole or about the detail? Where are values created and where are they wasted? What do processes and handovers look like from different perspectives? Who is involved in what? Where are the levers for improvement? How deep must be entered into detail?
We are convinced: Visualization offers a way out of the complexity thicket. Whether you draw the âbig pictureâ of a change project with your team or are on the trail of the devil in the details of data interfaces â collaborative thinking with the pen helps to visualize strategies and to record, analyze and optimize processes.
In our training special you will learn âĶ
In the usual relaxed bikablo learning atmosphere, you can start from your own stand on to the next level of visual thinking. The trainers take a lot of time to accompany you individually to find out your learning goals and to enrich your repertoire with techniques from bikabloâs over 15 years of experience.
In this training, we will address the different altitudes in the process analysis with our own questions:
What is the big plan and our intention? What influence do markets, global trends and internal organizational dynamics have? What are our basic assumptions and thinking models? What common vision can we agree on? What are the principles and values ââof our cooperation?
For every case example, we find a suitable set of questions, which we explore with strategy pictures, principles posters or workgroup templates. Even the classic âheroâs journeyâ with the company as the protagonist can lead to a common understanding here.
What are the main process and supporting processes? What are the key phases, participants and resources? Who is the customer, who is the supplier, which values ââshould be created and which rules, tasks and structures are necessary for this?
Visualization techniques to answer these questions can be process maps, theme logos, visualized user stories or thought sketches.
Which events, sub-processes and activities are crucial in the daily process? Who works together with whom? Where are interfaces and bottlenecks? What can be automated, what not? What works well and what errors, bottlenecks or wastes become visible?
We work on these questions with process comics in the swimming lane layout on the basis of the SIPOC (Supplier Input Process Output Customer) principle.
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