In anticipation of their co-presentation at Building Business Capability in Vegas, Nov. 2 – 6, 2015, we asked Alan Ramias, Partner at Performance Design Lab and Paul Fjelsta, Founding Partner at accomplir, a few questions about pursuing business excellence. Check out their interview in relation to their BBC co-presentation entitled Building Behavior Management into Improvement Practices.

Q: How is your organization advancing the pursuit of your client’s business excellence initiatives?

A: Helping clients understand the behaviors that constitute process governance and performance improvement

A: Illustrating how to integrate process, technology and change management deliverables to improve project execution, acceptance, results, and sustainability.

Q: What are the most significant emerging trends influencing your client’s pursuit of business excellence?

A: Growing recognition of “change overload” with need to accelerate change (need for innovation, evolving business models, big data, internet of things, etc.) while recognizing marginal results of recent past and current change efforts

A: Emphasis on “lean” is driving some organizations to be “efficient” at the expense of being “effective”

A: Growing recognition of the need to better integrate and align tools and methods (Project Mgmt., PEX, Change Mgmt., IT Business Analyst)

A: The desire of Lean Sigma oriented companies to have their LS Program be more strategic

Q: What’s the most valuable thing you’ve learned or insight gained in 2015 thus far?

A: On major process/technology change projects, how disconnected from the project the Change Mgmt. resources are (In recent Prosci Change Management webinars, about 2/3s of attendees surveyed responded “I feel like I am on an island here”)

A: Most organizations recognize that performer and leader behavior change is critical to their process/IT/ change management initiatives but beyond traditional means, they don’t know what or how to improve it.

Q: What’s the best method/process/tool you have implemented to help your client’s run their business more efficiently and effectively?

A: Behaviorally annotated processes that identify key behaviors of leaders and performers

Q: If you could give your two-year forecasting insight and advice about business excellence, what would you say?

A: Emergence of organizational behavior management (OBM) as a significant driver for “behavior change leadership and management” to complement traditional change management methodology.

Q: Sneak preview: Please tell us a take-away that you will provide during your talk at Building Business Capability.

A:  How to identify the behavioral variables that collectively determine what performers/leaders behaviors are needed to optimize performance in a given work situation.

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Don’t miss Alan and Paul’s co-presentation, Building Behavior Management into Improvement Practices, at Building Business Capability on Friday, November 6, 2015 from 8:00 to 8:50 am. Click here to register for attendance.