Course overview
Business process change succeeds when teams improve the way work is performed while managing the people, controls, systems and decisions affected by the change. Many initiatives begin with a new workflow, technology platform or cost target but fail to define the current process accurately, involve affected stakeholders early enough, or measure whether the intended benefits have materialised. This course addresses the practical challenge of moving from an identified process problem to an adopted, controlled and measurable new way of working.
Participants learn to diagnose process performance, define a credible case for change, map current and future processes, analyse stakeholder impacts and plan adoption activities. The course combines process improvement methods with change management disciplines, including SIPOC, BPMN 2.0, root-cause analysis, ADKAR and Kotter's 8-Step Process. Participants learn how to establish governance, assess readiness, manage resistance, specify training needs, control implementation risks and track benefits after go-live.
Teaching uses concise instructor briefings, sector-based cases, facilitated analysis, group work and implementation simulations. Cases reflect process changes common in banking operations, public services, procurement, customer service, health administration and shared-service functions. From the first week, participants develop an applied process-change dossier based on a realistic or workplace process. They leave with a reusable set of templates and a reviewed change plan containing a process baseline, future-state design, stakeholder analysis, communication plan, implementation roadmap and benefits measures.
The course is suited to managers and specialists responsible for improving, digitising, standardising or transferring business processes. It is particularly relevant where a process change affects multiple functions, customer journeys, control requirements or service-level commitments.
