Process Center of Excellence - In 2009, 2Wire, a designer and manufacturer of modems and gateways based in San Jose, California, began conversations with BusinessGenetics around their business modeling methodology (BLM™). They were specifically interested in how it could serve as a method for creating business requirements for SAP^®, a regulatory compliance management tool, a process documentation standard and communication vehicle between the business and the IT development team.  Read More...

Global Design Control Standardization Process - In early 2009, a French public limited company that provides services to industries specializing in nuclear energy, mining, chemistry, enrichment, combustibles, services, engineering, nuclear propulsion and reactors, treatment, recycling, stabilization and dismantling began a standardization project to align their Global Design Control Processes.  Read More...

US Navy Strategic Systems Programs Budgeting Case Study - As a result of the business modeling performed for the organization, the Navy stopped the implementation of Navy ERP in this organization when they saw the significant gaps in capability.  In addition, the Navy is now aware of the lack of a well-disciplined program management module within their Navy ERP program.  The office is evaluating the program modeled and deciding whether to adopt this business model as the enterprise-wide Navy model.  Read More...

Business Enhancement Case Study - In 2004, one of the nation’s top ten brewing companies, with $4 Billion in net sales in 2003, undertook a strategic initiative to revolutionize its financial operations. In order to be successful in a more stringent SEC monitored environment, corporate accounting functions such as planning, closing, reporting and forecasting needed shortened cycle times with increased reliability and accuracy.  Read More...

Plain Old Telephone Service Case Study - An $18 Billion Regional Bell Operating Company (RBOC) that provides telephone service to residential and business customers in a 14 state region of the western United States realized (in late 2002) the necessity of truly understanding the details of how their core business really operates and generates revenue.  Read More...

Business Requirements for IT Case Study - In the Fall of 2000, the USDA FS Inventory and Monitoring Institute (IMI) initiated an internal project to explore the use of the BusinessGenetics proprietary Business Process Analysis methodology in extracting and understanding of requirements set forth in the New Planning Rule, released November 2000. This New Planning Rule implements the National Forest Management Act (NFMA) of 1976 and guides the revision and amendment of Land and Resource Management Plans on National Forest System (NFS) lands.  Read More...

Identity Management Case Study- The NIH is comprised of 27 Institutes and Centers, employing over 18,000 employees with roughly another 18,000 contractors or scientists visiting the premises annually.   Managing identity and access to NIH systems and facilities securely has long been a major challenge for the organization.  The Homeland Security Presidential Directive 12, entitled “Policy for a Common Identification Standard for Federal Employees and Contractors,” mandated a federal standard for secure and reliable forms of identification. Read More...

Business Improvement Case Study - In mid 2004, a major North East Pennsylvania utility which sells energy in key U.S. markets and delivers electricity to customers in Pennsylvania, the United Kingdom and Latin America, undertook a strategic initiative at one of its nuclear energy generation plants to reduce their nuclear refueling outage process from 45 plus days to 22; thus cutting the current outage cycle time by at least 50%. Approximately $1 - $3M per day can be realized for each day’s reduction in the outage cycle, based on both cost reduction and revenue gain.  Read More...

Business Improvement & Technology Enablement Case Study - During late 2003, Pitney Bowes was facing increasing competition for one of its major product lines that had established a high market share. Its field sales practices, representing 74 office locations around the country were unstructured and inconsistent, especially as compared with other product sales organizations within Pitney Bowes. Pitney Bowes had no visibility into its pipeline of sales opportunities, as sales contact and activity information was captured in multiple, internally developed, non-integrated systems.  Read More...

Sales Process Optimization Case Study - In the midst of mergers and acquisitions, a large regional Telco was faced with the problem of overlapping systems and lack of synergy between the current and “acquired” sales ordering systems (39 in total). Each order system had its own set of process work to define the interaction with the specific system, but no overall process work had been performed to define the sales process on its own. Sales Consultants were forced to interact with multiple ordering systems based on product, customer location, or specific product incentive.  Read More...