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Lyon, Popanz & Forester
Working in the white space of organizations
to solve management problems

 
The white spaces of organizations occur on
organization charts between internal departments,
in contractual ambiguity and regulatory complexity.
They are places where
functional misunderstandings occur,
communication falters, roles change, priorities conflict,
rewards are unclear, risks are unknown, and
managers sometimes see threats to their careers
that outweigh the opportunities.
We work in those white spaces to
define problems so they can be solved,
design solutions so they can be implemented, and
structure implementation so it can be managed.

Examples include:
  • Business process improvement from a blank slate rather than rearranging the deck chairs
  • Application of new technologies to business processes, e.g., remote imaging
  • Merger integration - putting the pieces together so they work
  • Litigation support - what failed and who should have done something about it earlier

    • Our assignments usually begin with a review of management's understanding of the problem. We then work with members of the organization to clarify symptoms, issues, and impacts and to develop options to be considered. We define the problem in sufficient detail that it can be solved. We assist in the evaluation of options and selection of a solution. We structure the solution so it can be implemented. We design the implementation so responsibilities are clear and progress can be managed.

    Beyond this, what we do is tailored to the specific project. resume
    Examples include:
    problem
    solution and results
    Manufacturer needed to integrate manufacturing quality control with marketing
    Business analyst for integration of a supplier/engineering and manufacturing system with a marketing/dealer system to improve product quality for a major automobile company; documented "as is" for both systems and their interfaces, identified business and system requirements, defined and assessed five "to-be" options.
    Merged companies needed management procedures
    Two educational institutions with more than 1500 campuses encountered problems in the integration of their computer systems. As part of resolution team, developed policies and procedures to define business requirements, set priorities, resolve conflicts and manage system queues. Incorporated systems planning in annual budgeting process to improve management visibility and control.
    Improve management of operational
    reengineering
    Line organization requested reengineering of a matrixed organization to improve customer service. Review showed that critical problems had already been defined, solution had been developed and changes were were being implemented. Verified effectiveness of solutions and recommended continued implementation, improved tracking and performance reporting to improve cooperation among impacted organizations and improve management visibility of progress.
    Inadequate coordination of plans and priorities
    Operating departments coordinated only informally. Led one of several teams to document processes, interfaces, systems, opportunities and strategies. Evaluated results with other teams to identify opportunities to coordinate process reengineering, systems development and strategies across departments.
    Remote imaging of checks and documents raised identity theft issues for a financial institution
    Documents previously shipped to central sites for processing and shredding had to be shredded at remote locations where they were imaged to minimize processing time. Management of shredding was decentralized and inadequate for today's identity theft environment. Developed centralized management structure and polices, standardized vendor and shredder solutions, and outlined audit processes.
    Check imaging in
    bank branches had operational advantages but investment couldn't be justified
    Expanded scope and explored end-to-end opportunities. Added document imaging for branches and other bank departments. Checks plus documents and an end-to-end solution increased value and reduced costs for shared services enough to justify larger investment.

    Two merging companies needed to integrate business processes and computer systems

    Managed the integration of business processes and computer systems for two for-profit educational companies with more than 900 nationwide locations. Upgraded HRmis/Payrol system to enterprise version to accommodate growth. Integrated HRmis/Payroll and Financial system from one company with the point-of-sale system from the other. Developed a two year plan based on user needs to replace or upgrade all three systems and move to enterprise architecture.
    Uncertainty about
    new federal
    regulations
    Published HIPAA Implementation Newsletter to assist affected organizations plan for and respond to new privacy and security regulations. More than 400 subscribers nationwide. Present two Webinares about issues and progress.
    Healthcare
    providers needed
    HIPAA assessments & action plans
    Assessed current business practices of two healthcare providers with multiple locations and services ranging from acute care through residential and out-patient. Mapped practices and systems against HIPAA regulatory requirements. Developed phased project plans to bring policies, procedures and systems into compliance.
    Managers needed
    assistance in
    applying HIPAA
    regulations
    Developed the training material used by a major California health plan for its privacy policy and procedures development teams. The material provided high-level direction supported by explanations and links to the statute and regulations. Developers were able to quickly gain a high-level understanding and then access additional information as required.
    Cash Vault
    needed new
    processes
    to improve
    productivity
    The largest cash vault in one of the ten largest U.S. banks acquired bill sorting equipment capable of processing five times the number of bills per hour. This required new business practices from receipt of cash at the facility's door through processing and delivery to the inner vault. Assisted in practice and process development and wrote the procedures manual.
    Enterprise systems
    not implemented
    as promised
    Assisted in several legal cases where vendors did not implement enterprise integration systems as described during the sales cycle and defined in the contract. Failures were the result of applying vertical industry systems to related but different parts of the same industry. Better definition of requirements and mapping of business requirements to system capabilities would have shown the scope of the project to be much larger than contracted for. Findings supported successful mediation.
    Corporation sued
    for inadequate
    disclosure in an
    Internet IPO
    A provider of Internet related services was sued by stockholders claiming failure to adequately disclose major changes in its technology strategy. Demonstrated that changes were evolutionary, concurrent with the development of the Internet, and disclosed consistent with common practices for the industry.
    Large corporation
    did not get
    computer system
    as promised
    A major consulting company had failed to design and implement an HR related system. Reviewed the project management processes they had promised to use and their actual performance. Findings and conclusions were a major element in a mediation that led to a settlement that was considered very favorable by the client.
    IT department  
    customers felt
    their projects
    were out of
    control
    Internal customers of a large IT organization were reluctant to commit funds to large projects based on preliminary sizing estimates. Developed a phased funding process that required commitment for the first phase and a limited commitment to fund the entire project. The first phase included requirements, functional design, project plan and a recommendation for one or more additional funding phases based on knowledge gained and results delivered.
    IT planning horizon
    was too short
    A large IT organization planned projects annually as part of the corporate budgeting process. Their visible project horizon was less than a year and future planning was based largely on informal discussions with major users. Designed and implemented a queuing process for projects that allowed internal customers to submit requests as needs were identified. Provided better information about the project backlog, facilitated periodic review of project priorities and extended the planning horizon.
    A new executive
    in a reorganized
    group needed to
    set priorities
    For a recently hired senior executive, conducted interviews with direct reports and adjacent organizations to identify their strategic direction and objectives. Identified significant potential misunderstandings and gaps. Issues were resolved informally in a cooperative environment that established the new executive as a team player.
    Improve quality 
    in a high volume,
    highly automated
    process
    Customers were receiving statements without some of their cancelled checks from a major bank with more than 9 million customers. The percentage was very small, but increasing. A merger, changes in systems and growth were overwhelming normal quality control. Designed a management reporting system to predict problems before they affected customers. Used existing data to track four key steps and two outcomes. Posted results on the intranet in ways that highlighted negative trends and potential failures, identified sources of problems and tracked improvements. Provided special reports to improve communication with internal customers.
    Communication strategies and planning processes, contingency planning, merger integration    		  
    In 1996, when the issue was still largely undefined, participated in the design of a year 2000 project management office for a major international bank and developed the communication strategy.

    Member of the project management office from early concept to successful completion of the year 2000 project for a nationwide financial institution. Developed the planning and reporting process used by 50 business units and trained more than 100 managers. Developed and implemented the contingency planning processes and supervised the testing of contingency plans. Managed merger integration of plans and processes following acquisition of another money market bank. Served as interface to regulatory agencies. Made formal presentations to eleven internal and external conferences. Project completed ahead of time and successfully.
    Promote international trade
    Developed an Internet strategy to link trade development organizations in the US, UK, Canada and Mexico. Established a master Web site and assisted individual organizations develop and post content to meet their specific needs and those of the trade association.
    Reduce the cost
    of corporate-wide purchasing
    Created and managed a communication strategy to support the implementation of centralized management of corporate wide purchasing. Identified and addressed opportunities and issues to assure executive support and minimize operational resistance. Cost saving of more than $100 million annually.
    Merge two very large
    "same market" banks
    Participated in planning the project management office for the merger of two of the largest banks in California. Developed the project communication strategy and managed communication to line managers, executives and the CEO about critical path plans, issues and progress. Participated in the identification of potential customer issues and the development of tactics to minimize their impact, development of customer communication strategies, and resolution of organizational differences.
    Increase
    route salesman
    and delivery
    productivity
    Designed and implemented training for one of the largest soft drink bottlers in the United States to support the implementation of centralized delivery-route-planning and the use of hand-held computers for route sales and delivery. More than 1,800 salesmen and drivers were trained in new procedures and the use of computers.
    Centralize computer systems to reduce costs and increase functionality
    Developed and implemented management and technical training to support centralization and expansion of computer services in the Far East for a major U.S. bank. Conducted management training in Guam, Hong Kong, Jakarta, Manila, Seoul, Singapore, Taipei and Tokyo. Created and managed the planning process for centralization and standardization of computer systems in eleven western states for the same bank.
    Reduce processing
    time for international
    air freight
    Participated in requirements analysis and system design for customs-clearance systems involving airlines, customs departments, brokers and delivery services  in London, Sydney and Dallas/Fort Worth. All three projects responded to changing regulations.