In this presentation, we explore whether the business process improvement capability is best built from the bottom up (a “grassroots” effort) or built via a separate, dedicated function that is governed and managed centrally.

1. NOTICE: Proprietary and Confidential
This material is proprietary to Centric Consulting, LLC. It contains trade secrets and information which is solely the property of Centric Consulting, LLC. This
material is solely for the Client’s internal use. This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express
consent of Centric Consulting, LLC.
© 2013 Centric Consulting, LLC. All rights reserved
Building-out Business Process Capabilities Within
Organizations:
Business Process Centers of Excellence as Accelerators
At Centric, we deliver unmatched client experiences that center on
collaboration. Working together, we implement lasting solutions that work.
Solutions that matter.

2. AGENDA
• Introduction to Process Excellence
• Business Process Capability Maturity Model
• Leveraging COE’s as Accelerators
• Centric Overview
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3. Business Process Engineering: involves the redesign of core business
processes to achieve dramatic improvements in cost, productivity, cycle-
times and quality.
WHY BPE?
Driving Performance & Customer
Satisfaction: Achievement of superior
business performance through
ongoing process management and
resulting process optimization.
• Service & Quality: Meeting and
exceeding customer expectations
around quality, customer service
and responsiveness. Producing
with minimal defects.
• Cost Effectiveness: Managing
total costs to enhance customer
and shareholder value as well as
drive competitive advantage in the
marketplace
• Reliability: Maintaining
predictable, repeatable and
consistent operational
performance.
• Scalability: Providing the
operational foundation to
effectively scale and support top
line growth without large increases
in headcount and cost
• Flexibility & Responsiveness:
Providing the operational
foundation to effectively scale and
support top line growth without
large increases in headcount and
cost
Typical
Performance
Impacts
What Does BPE Enable?
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Client

4. BUSINESS PROCESS CAPABILITY MATURITY MODEL
Stage 1:
Process Aware
Stage 2:
Coordinated
Process
Stage 3:
Cross-Functional
Process Mgmt
Stage 4:
Goal-Driven
Processes
Stage 5:
Optimized
Processes
Process Aware
Coordinated
Processes
Cross-Functional
Process Mgmt
Goal-Driven
Processes
Optimized Processes
Process Definition
Processes are manual,
undefined; metrics are
poorly understood
Processes dependent on
individuals and have
limited documentation;
performance is tracked
intuitively and
qualitatively
Processes are understood
and documented;
measurement is a
systematic part of the
management processes
Performance Management
is embedded; processes
are continually improved
and automation is applied
in key areas
Process Excellence is an
intentional part of the
culture; systems and
structures are in place to
monitor and adjust
processes real time
Organization &
Governance
Functional hierarchy/
silos
Isolated Champions
CoE in place, process
improvement mentality
Process Owners
Strategic alignment of
processes to goals
Process excellence
mentality
(continuous improvement)
BPI Competencies Isolated Awareness of skills and
gaps
Tiered model for “skilling-
up”
Process skills reflected in
job profiles
Everyone has core skills
Methodologies Nonexistent Leveraging multiple in ad-
hoc manner
Standardized methods
Organizational “tool-box”
in place
Enterprise input
Technology &
Architecture
Application silos Paper-based models
Enterprise process
nomenclature, IT linked
with Process CoE
Comprehensive
BPM/business rule mgmt
strategy in place
Dynamic BPM enablement
with simulation and
optimization
Performance
Management (Metrics)
Task-orientated KPIs Initiate process KPIs
Process KPIs in place
across organization
Process KPIs linked with
strategic goals (real-time)
Scenarios available for
analysis
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5. Though there is a critical mass of companies at more advanced maturity
levels, the vast majority of your peers are in early stages of process
maturity
WHERE ARE YOUR PEERS RELATIVE TO THE PROCESS MATURITY CURVE?
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10%
13%
15%
26%
36%
0% 5% 10% 15% 20% 25% 30% 35% 40%
No PEX Program
Small Scale Process Pilot
Have FTE's But No Formal Program
One or More BU's
Enterprise Wide Program
Scope of Process Efforts
Majority of
organizations
are at CMM
level 0 -2
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16

6. Most companies employ a relatively small team of BPI/PEX practitioners
that tend to report across a multitude of departments within organizations
SIZE AND REPORTING RELATIONSHIP OF PROCESS TEAMS
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6%
5%
8%
24%
58%
0% 10% 20% 30% 40% 50% 60% 70%
200+
100 - 200
50 - 100
10-50
0-10
2%
2%
4%
8%
13%
16%
17%
25%
0% 5% 10% 15% 20% 25% 30%
Human Resources
Engineering
IT
COE
Quality
Business Units
Operations
Process Improvement Group
BPI Team Size
(FTE’s)
Departmental Responsibility
Many organizations
do deploy PEX
practitioners through
Centralized Teams
SOURCE: SPECIAL REPORT: ALIGNING STRATEGY WITH OPEX TO DRIVE SUSTAINABLE,
ENTERPRISE-WIDE TRANSFORMATION; PEX PROCESS EXCELLENCE NETWORK 2015/16

7. 7
The CoE collaborates with and enables Business Units to become self-
sufficient over time by building BPI capabilities within their businesses
transitioning to a Federated model augmented by a centralized CoE.
Level of
Support
FacilitatedCOE Led BU Led
Progression over time to BU’s
becoming self-sustaining
CoE Collaboration and Engagement Model
CoE and Business Unit Complete
Business Diagnostic and Determine
Highest Impact Projects
CoE and Business Unit Jointly
Complete High Impact Delivery Projects
Business Unit Begins to Own and Lead
Continuous Improvement Efforts
BPI CoE
Business
Units
* Each business unit
leveraging BPI
needs to plan to
allocate, hire, or
augment externally
these roles for on-
going BPI Projects
dependent upon the
project scope and
their resource
bandwidth
* Our clients typically leverage
external BPI SMEs (subject matter
experts) to build internal
capabilities/train resources
www.centricconsulting.comConfidential and Proprietary
BPI COE ENABLEMENT & GOVERNANCE MODEL

8. Supplemental Material
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• Business Process COE Benefits
• Functions of a Process COE
• Implementation Considerations
• Illustrative Organization Model
• Client Samples

9. Our recommended BPI Program approach is to leverage a centralized
Enterprise BPI Enablement Team/Center of Excellence (CoE).
Process
Team/BU
3
Process
Team/BU
2
Process
Team/ BU
1
BPI
CoE
BPI Program/Project Governance
Provide Cross-Organization Governance & Coordination
• Drive governance, standards and policy
• Provide leadership and expertise pertaining to business process improvement and
operational excellence
• Be the central utility in the identification, prioritization and coordination of cross-
organization BPI efforts
• Maintain overall implementation roadmap / change plan
• Facilitate BPI Advisory Team / Steering Team involvement
Enable a Process Driven Culture to Accelerate Value Delivery
• Provide education to the business on BPI
• Assist operating groups in identifying & prioritizing opportunities
• Facilitate process improvement across functional areas/business units to increase
savings (minimize sub-optimizations)
• Provide expert process and technology skills and resources to help deliver
initiatives
• Develop, maintain and make available best practice methodologies, templates and
tools
• Facilitate knowledge transfer of best practices, opportunities and lessons learned
across company
• Provide flex resource capacity for operating groups
Build Sustaining Capability throughout Organization
• Assist operating groups in the development of internal operational improvement and
BPI technology capabilities (infrastructure, training, leadership development,
performance mgmt., etc.) to manage process on an on-going basis
BPI CENTER OF EXCELLENCE ENABLEMENT MODEL
www.centricconsulting.comConfidential and Proprietary 9

10. FUNCTION OF THE BPE COE - POTENTIAL OPERATING MODEL
The BPE COE acts as an internal consultancy that provides services to multiple
BPE projects, programs and initiatives. It also establishes BPE guidelines,
standards and tools, and provides services that enable the enterprise to adopt and
evolve its BPE competency over time.
Engagement Mgt
& Delivery
Planning, preparing and
delivering engagements
at the highest quality
level
COE
Strategic
Intent
Mobilization
& Prep
Delivery
Quality
Assurance
Pipeline Mgt /
Prioritization
Opportunity
Identification
Awareness/
Relationship
Mgt
Financial
Mgt
Training/
Resource
Development
Demand &
Resource
Planning
Toolset /
Methodology
Development
Alliances
Governance
Opportunity
Identification
Generating demand for BPE COE
services and management of
opportunity pipeline.
COE Practice Mgt
Developing and managing
the COE practice required
to support day-to-day
operations
COE Functions to be Considered
www.centricconsulting.comConfidential and Proprietary 10

11. ESTABLISHING A BPE COE
• Reporting Structure of the BPE COE: Initially BPE
COE’s typically report to either the IT or the Business and
evolve to a hybrid model over time.
• COE Charter, Services and Operating Vision:
Determine the scope of the COE and how it will operate
within business units and across HUB
• COE Resource Model: Define roles, skill-sets, and
capacity required. Close on approach to source, develop,
and manage BPE practitioners across Kemper and the
BU’s
• Common Methodology and Tools: Collaboratively
determine relevant BPE methodologies and tools for use
within HUB. Decide on governance model to ensure
consistency
• Implementation Approach and Plan: Evaluate
potential implementation and phasing options and decide
on approach, staging and high-level timing of standing up
the COE.
• Don’t Overburden or
Complicate Process Work:
Making process work too
bureaucratic and overly complicated
can derail a BPE program.
• Modeling - avoid requiring as-is
models in detail (task-level) and
for every process
• Project Work Plans - create
project templates to accelerate
project startup, and ensure
consistency; however, avoid
requiring burdensome amounts
of detail and upkeep
• Align with and Avoid
Redundancy with Other
Governance Efforts: Avoid
overlaps with other established
groups and governing bodies as this
could lead to diminished
accountability and conflicts of
interest.
Key decisions and common pitfalls to avoid:
Decisions Common Pitfalls
Source: Elise Olding. “Best Practices and Pitfalls for Business Process Competency Center Success” Gartner, March 22, 2010
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12. EPMPO / BU ROLE IN BPE GOVERNANCE
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BU’s will conduct discrete projects, participate in enterprise project portfolio
decisions and contribute resources to cross-BU business process work
BU COO’s are members of the EPMO Steering
Committee which assesses and approves
projects across the enterprise
BU COO’s and their respective BPE Leads will
participate in defining the Charter and
Strategy of the Enterprise BPE COE
BU COO’s Contribute their respective BU BPE
resource participation on cross – enterprise
BPE projects
BU COO’s can solicit assistance from
Enterprise COE resources on select BPE
engagements within their BU
BU COO’s work with their respective BPE
Teams to ensure adherence to Enterprise BPE
guidelines and project controls / phase-gates
BU COO’s hire and develop BU level BPE
resources and capacity based on projected
needs
www.centricconsulting.com

13. 1/27/2016www.centricconsulting.com 13
Centric Overview
Centric Overview

14. WHO WE ARE
You’ve found your most reliable partner.
We’re a business consulting and technology solutions company that’s been around for 15 years and we’re
building a company that will be here for 100 more.
Our culture
is built on our passion
for our work and driven
by our values.
• We work to understand your
needs and act as a true partner.
• We selectively hire people who
have a track record of delivering
exceptional results.
• We value hard work and temper
that work with humility, respect
and collaboration.
• We are committed to making a
positive difference in the
communities we serve.
• We are unconventional, loyal,
smart and fun. We strive to
manage a work-life balance
that makes us better
professionals and better people.
To learn more about our core values,
visit
www.centricconsulting.com/about-
us/core-values.
1999
year founded
650+
employees
30+
practice areas
12
locations
2
national practices
1
bold vision that spans 100 years
$104* million
2015 revenue
• Business Consulting Service Offerings
• Technology Solutions Service Offerings
• Industry Emphasis Areas
• Boston
• Charlotte
• Chicago
• Cincinnati - Dayton
• Cleveland
• Columbus
• Indianapolis
• Louisville
• Miami
• Seattle
• St. Louis
• Tampa
• Energy & Utilities
• Oracle
1/27/2016 www.centricconsulting.com 14
* Projected

15. WHY WE’RE HERE
Centric was founded because we wanted to be different in the way we
approached relationships with our clients, people, families and community.
• Our highest priority is building lifelong
relationships with clients based on trust,
respect and collaboration.
• We invest in our talented team and
support their well being by keeping them
challenged and inspired.
• Our localized company structure allows
us to play very active roles in the lives
of our families.
• We devote time, both personally and
professionally, to making a positive
difference through community service.
This relationship-centric focus keeps us passionate, committed and
motivated in all facets of our lives. That’s why our team is here to stay.
1/27/2016 www.centricconsulting.com 15

16. We bring an ideal
blend of
business and
technology skills.
We take a
collaborative
approach to
problem solving.
We offer local
delivery with firm-
wide support.
HOW WE WORK
Centric is dedicated to providing you with an unmatched experience.
We are guided by our commitment to do what’s right for you.
• Our range of talent brings
in-depth knowledge of your
business and market.
• We treat every project as unique
and customize solutions to fit
your needs, industry and
desired results.
• We use our multi-faceted
knowledge to approach
challenges strategically.
• We have a 100 percent
referenceable client base.
• National service offerings
harness the size and scale of
Centric while bringing deep
experience to local markets.
• Our multi-site delivery skills are
coupled with onshore and
offshore development
capabilities.
• We offer solutions based on
your needs including role-
based consulting, complete
project delivery or work-stream
delivery within large projects.
• Our employees are here to
stay – Centric has industry-
leading retention rates.
• We build consensus from the top
down and bottom up.
• We know when to talk and when
to listen.
• We flexibly integrate our team
with yours for seamless delivery.
• We are serious about budgets
and timelines and drive toward
these goals with appropriate
sensitivity.
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17. OUR BALANCED APPROACH
Our culture, people and delivery come together in what makes Centric truly
different – our balanced approach to achieving lasting solutions.
This is what we mean by “in balance”
and it’s what we work toward every day.
Short-term results Long-term perspective
Technical knowledge
&
&
&
&
&
Strategic thinking
Creativity
Enterprise impact
Business sense
Practicality
Local delivery
Tactical execution
1/27/2016 www.centricconsulting.com 17

18. WHAT WE DO
We are passionate about the intersection of business and technology.
It’s a blend of skills that results in a solid execution every time. And it
brings you a partner with a wide range of capabilities.
1/27/2016 www.centricconsulting.com 18
Energy
and
Utilities
Financial
Services
Government
Healthcare
Insurance
Logistics
/Supply
Chain
Manufacturing/
Products
Retail
Transform
and Grow
Your
Business
Enable and
Sustain
Change
Enhance
Customer
Experiences
Improve
Operational
Performance
BUSINESS CONSULTING TECHNOLOGY SOLUTIONS INDUSTRY EMPHASIS
IT Expertise
Full
Lifecycle
Capabilities
Tools
and
Technologies
Digital

19. 1/27/2016www.centricconsulting.com 19
Work Experience
Mark Buchynski
Partner / Director
Chicago Business Consulting Practice Leader
Mark is an energetic, results-driven executive with more than 20 years of professional experience
working hands-on with Fortune 500 corporations, growth organizations and startupsto address
their critical business priorities.
He has more than 15 years of experience in management consulting, using his operational
experience and process-oriented background to take a discerning look at clients’ existing processes
and recognize risks and opportunities associated with current performance. Mark has been
successful in leading change initiatives by focusing on critical drivers of initiative adoption.
mark.buchynski@centricconsulting.com

20. STAY CONNECTED WITH CENTRIC
20
Facebook
Twitter
Google Plus
LinkedIn
www.facebook.com/Centric
ConsultingNational
plus.google.com/+Centric
consultingNational/
@centric www.linkedin.com/company/
centric-consulting