Copyright © 2005 – 2013

BusinessGenetics® Inc.
All rights reserved.
Modifications and
extensions by
Prof FO Skae,
Rhodes University, 2020
Module 6
Embedding
Sustainability
 Course Topics

Governance Sustainability
Integrated Data
Reporting The SBA The new
Introduction Approach
GRI gold, oil,
whatever??
BA & Sustainability
Basis of King 4 Triple bottom line

Challenges

Redesigning SBA Analysis

business value Methods
Pitfalls and
benefits
Business Models
of the future

2
 Course Objectives
1. Explain why ethics and corporate governance are pre-requisites
in achieving business sustainability
2. Be able to make a business case for sustainability
3. Explain why sustainable consumption matters
4. Explain the role of the BA in designing ‘closed loop systems’
5. Identify ways in which a BA can create sustainable value
6. Demonstrate an approach for the presentation of a roadmap for
sustainable consumption
7. Present a framework for embedding sustainability in the business
model

3
 Course Approach
• Reinforce and engage through interactive
discussion, questioning and team based
exercises
• Share business improvement diagnostic and
analysis techniques most applicable when
using BML to embed sustainability into BPM
and the resultant Business Model
• Utilize a representative Integrated Report
(SBG) as a basis for all course exercises and
analyze relevant case studies

4
 REASONS FOR PROMINENCE OF CORPORATE GOVERNANCE

• Trust in companies;
• Investor demand;
• Stakeholder activism;
• Increased social power of modern companies;
• Risk Management;
• Sustainability (both global and enterprise)
 GOVERNANCE REGIME

• “Comply or else” [Sarbanes-Oxley]

• “Comply or explain” [King II]
• “Adopt or explain” [UN Governance Code]
• “Apply or explain” [King III]
• “Apply and explain” [King IV]
 5 Corporate Sins

• Greed - Self-interest
• Fear - Self-concern
• Sloth - Imbalance
• Pride - egg on face
• Arrogance - we are right

Source: MEK Corporate Legal Advisers

 The Inclusive Approach

• Purpose, Value Drivers and Stakeholders

• Qualitative governance
- not just quantitative
- fulfill one’s duties
- considering five corporate sins
- applying ICRAFT
- on a foundation of intellectual honesty
 Stakeholder Engagement
• Needs?
• Interests?
• Expectations?
Stakeholders are the ultimate compliance officer
The question of course is How?
What is ‘good’ stakeholder engagement?

Shareholder Value
+
Value Sustainable
Transfer Value
- Value + Stakeholder Value
Unsustainable Transfer

-
Laszlo: Sustainable value framework

9
 The nine questions

• Is there any conflict?

• Do I have all the facts?
• Is there a rational business decision based on the facts?
• Is the decision in the best interests of the company?
• Is the communication to stakeholders transparent?
• Will the company be seen to be a good corporate citizen?
• Am I acting as a good steward?
• Have we defined the purpose, identified value drivers and stakeholders?
• Does the long-term strategy incorporate the sustainability issues pertinent
to the business of the company?

• Foundation: Intellectual honesty

• Not about how much money you make, but how you make your money
• Further are you making your money in a sustainable way?

Source: MEK Corporate Legal Advisers

 BASIC RISK MANAGEMENT PRINCIPLES

• Identify risks early and continuously;

• Thoroughly understand risks, their causes
and their consequences;
• Avoid, reduce or set tolerance levels for risks;
• Establish internal controls to mitigate risks;
• Monitor performance of controls and ensure
accurate and timely reporting;
• Be alert to the danger of unpredictable
events;
• Manage the risks posed by information
technology.
 Session Objectives: Redesigning Business
Value

 Assess why consumption must change

 Explore closed-loop value chains
 Where do we go and how do we do it?

14
 Consumption: Why Change?

Why it matters to us: Increasing population, water systems, global food

production, climate change, emerging middle class, ‘haves’ vs. ‘have not's
 Consumption: Why change?

Why it matters to business:

• Managing resource risks

• Shaping the regulatory environment

• Engaging consumers as citizens

• Engaging consumers as customers

• Driving innovation

• Capturing opportunity

•
Current trends: Why more fundamental shift?

1. Shifting consumer agenda:

• Substantial improvements in resource, waste management, product

types and modes of consumption

• Developing world, greatest opportunity and greatest challenges

•2. Sustainability in hard times:

• Since global financial crisis, increasing part of corporate and

consumer culture

• Resource prices

• Willingness to buy green

Current trends: Why more fundamental shift?

•
Current trends: Why more fundamental shift?

3. Rise of sustainable investing:

• Significant growth
• http://criticalthought.co.za/esg-can-no-longer-be-ignored/
4. Evolving public policy framework:
• Significant developments around the globe
• Limits to growth (1970s)
• Brundlandt Commission (1980s)
• Rio Summit (1992)
• JPOI (2002)
• Rio Summit (2012)
 Current trends: Why more fundamental shift?

5. Redefining prosperity, redefining value:

•
 Where do we want to go?

1. Consumers are the driving force

2. Consumption is about loops, not lines

3. Collaboration is a key

4. Core business practices are sustainable

5. Public policy frameworks support sustainable consumption

 How we can get there?

1. Making the journey

• Significant growth

Consider:

• Barriers

• Enablers

• Business strategies

• Role of BA
 How we can get there?
2. What it takes
• Change in business leader mind-set
• Organizational change
• Industry wide change
• Systemic change
3. What can individual businesses do?
• Make it tangible
• Engage all levels
• Change the business model
• Shift values and culture
• Engage all internal stakeholders
• Implement sustainable practices across and along VCs
Framework
 Business Models of the Future

• There is no agreed definition of a business model

• According to background paper compiled for Integrated Reporting (IR) by

CIMA, IFAC and PwC, the following recurrent themes were found in a
literature review:
 Session Objectives: Business Models of the
Future

 Consider different approaches formulation

of a business model
 Identify ingredients that make it
sustainable
 Analyse SBG’s Business Model

27
 Business Model: Defining?
“A business model describes the structure under which an organization creates,
delivers, and captures economic, social, or other forms of value. The process of
business model design is part of business strategy”.
Paper #5-3 NPC North American Resource Development Study
• Why?

• What?

• Where?

• When? W5H

• Which?

• Who?

• How?

28
 Business model canvas
• Download it from
http://www.businessmodelgeneration.com/downloads/business_model_
canvas_poster.pdf

• The 9 Building Blocks

1. Value Propositions
2. Customer Relationships
3. Customer Segments
4. Key Activities
5. Key Partners
6. Key Resources
7. Channels
8. Cost Structure
9. Revenue Streams

29
Business Model Canvas

30
 Business Model & Value Creation

http://unglobalcompact.org/docs/news_events/9.1_news_archives/2011_09_12/Towards_Integrated_Reporting_12Sep11.pdf

http://www.theiirc.org/wp-content/uploads/2013/03/Business_Model.pdf

31
 Session Objectives

• Consider the challenges and opportunities

we face

• Explore history of “Sustainability” and the

“Triple Bottom Line”

33
What is “Sustainability”?

“To indefinitely exist and operate in a positive

planned state”

Growth that meets economic, social,

and environmental needs without
compromising the future of any one of
them.
WORLD RESOURCES INSTITUTE

“to recognize & plan for sustainable

operations”
Interesting slides to look at can be sourced
from:
https://www.ifmaatlanta.org/wp-content/.../thetriplebottom-line-erba1.ppt

Author: Mark Erba

(It is a little out of date, but useful nevertheless)

 ENVIRONMENTAL METRICS
100% 100%
Green House
Gas Emissions (lbs/yd2 )
80% 80% Energy Usage (mmBTU/yd2 )

Water Usage (gal/yd2 )

60% 60% Waste (lbs/yd2 )
Air Emissions (lbs/yd2 )

40% 40%

20% 20%

0% 0% Source: Mark Erba

1995 2005
 History of Sustainability

• 1962: Rachel Carson publishes “Silent

Spring”
• 1970:
– First Earth Day celebration – April 22nd
– Nixon establishes EPA
• Fueled by industrialization and overpopulation
impacts
• 1972: First UN conference on the Human
Environment in Stockholm, Sweden

37
 History of Sustainability

• 1983 – UN establishes World Commission

on Environment and Development
– Purpose: examine world’s critical environment and
development problems and formulate solutions
• 1987: Brundtland Commission Report
– 3 components of Sustainable Development:
Environmental protection, Economic growth,
and Social equity
– Defined Sustainable Development as…
“Development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs.”

38
 History of Sustainability

• 1992: Rio Earth Summit

– Over 178 governments adopted…
• Agenda 21: a global blueprint and plan of action for
sustainable development in the 21st century
• The Rio Declaration on Environment and Development
– 27 principles that express the rights and
responsibilities of nations as they pursue human
development and well-being
• The Forest Principles
– A guide for the management, conservation, and
sustainable development of all types of forests
• 2002: Third UN conference on Environment
and Development, Johannesburg, South Africa

39
 The Triple Bottom Line

• People, planet, and profits

• Equity, environment, economy
• TBL coined by John Elkington of “Sustainability”
(UK) in 1995
– Cannibals With Forks: The Triple Bottom Line of 21st
Century Business (1997)
– The Chrysalis Economy: How Citizen CEOs and
their Corporations Can Fuse Values and Value
Creation (2001)
– www.sustainability.com

40
Triple Bottom Line
 Session Objectives

• Review CERES Principles

• Watch the video https://youtu.be/YtkwjMjSOZo

• Provide an overview of the Global Reporting

Initiative (GRI) and its G3 and G4 Guidelines

• Consider some short case study examples

• Analyse SBG’s GRI reporting

42
 CERES

• Coalition for Environmentally Responsible

Economies (1989)
– 10 principles for environmental management
– Endorsing companies
• American Airlines, B of A, Ben & Jerry's, Coca-Cola, Fleet
Boston Financial, Ford, GM, Interface, Nike, Polaroid, The
Timberland Co., and others

• Launched Global Reporting Initiative (1997)

– www.ceres.org

43
 The CERES Principles
1. Protection of the Biosphere
2. Sustainable Use of Natural Resources
3. Reduction and Disposal of Wastes
4. Energy Conservation
5. Risk Reduction
6. Safe Products and Services
7. Environmental Restoration
8. Informing the Public
9. Management Commitment
10. Audits and Reports
44
 GRI

• Global Reporting Initiative (1997)

https://www2.globalreporting.org/standards/g4/Pa
ges/default.aspx

– www.globalreporting.org

45
 GRI Guidelines
• G4 guidelines can be found in the folder called GRI

• Standards supersede guidelines

46
 Models for Sustainability
• The Natural Step
www.naturalstep.org
– 4 system conditions
• McDonough Principles www.mbdc.com
– Cradle-to-cradle design
– Waste = Food
• Natural Capitalism www.natcap.org/
– Radically increase resource productivity
– Redesign industry on biological models with closed
loops and zero waste
– Shift from products to services
– Reinvest in natural capital

47
 The TBL Business Case

1. Short-term cost reduction

– Energy efficiency and waste reduction

2. Longer-term return on investment

– Investment in building improvements

3. Value creation - Existing markets

4. Value creation - New markets

48
 Sustainability Ladder

1. Products and services

2. Processes
3. Business model
4. Company focus
5. Brand identity of company
6. Supplier web and value chain
7. Industry leadership and advocacy role
49
 Corporate Sustainability Increases the
Economic Bottom Line
• Companies listed in the Dow Jones Sustainability Index and the
FTSE4 Good Indexes have outperformed other market indices.

• Companies that belong to the World Business Council

outperformed their national stock exchanges by15 to 25 percent
over the last three years.

• The Winslow Green Index of 100 “green screened” companies

increased in value by 73 percent, compared to the Russell 200
Index at less than 17 percent.
 Interface Corporation
• Watch the video:
https://www.ted.com/talks/ray_anderson_the_business_logi
c_of_sustainability?utm_source=tedcomshare&utm_mediu
m=social&utm_campaign=tedspread
• The largest commercial carpet manufacturer in the world
• Vision:
To be the first company that, by its deeds, shows the entire
industrial world what sustainability is in all its dimensions: People,
process, product, place and profits — by 2020 — and in doing so
we will become restorative through the power of influence.
https://www.interface.com/EU/en-GB/campaign/climate-
take-back/Climate-Take-Back-en_GB

Click on sustainability

51
 Interface Corporation

The Seven Steps

1. Eliminate Waste — QUEST program
2. Benign Emissions —Elimination of molecular waste
3. Renewable Energy —Reducing overall usage; transitioning to
renewables
4. Closing the Loop — Creating cyclical material flows.
5. Resource Efficient Transportation — Reducing movement of
products/people in favor of data, e.g. plant location, video-
conferencing, telecommuting
6. Sensitivity Hookup — A community within and around Interface
that understands natural systems and our impact on them.
7. Redesign Commerce — Providing services rather than products

52
 Chaparral Steel Company

Produces bar and structural steel products by recycling scrap steel

• Created Systems and Technology for Advanced Recycling (STAR)
• Collaborated with neighboring cement plant
– Business opportunities for this technology in emission credit trading
• Built advanced Automobile Shredder Residue (ASR) system
– Plastics can be used as a clean, efficient fuel source.
– Sale of clean plastics alone generates up to $500,000 a year.
• Looking to market ASR for mining and selling of clean plastics
(waste) rather than sending them to landfills

Source: The BSD Global website

http://www.bsdglobal.com/viewcasestudy.asp?id=51

53
Chaparral Recycling Facility

54
 SBG?

• Exercise: Review what SBG is doing to

make its Business Model sustainable?

55
Clearly…

“The better the business understanding,

the better the ability to sustain operations”
– C. Tyler, 2009
What is “Sustainability”?
 Why Be Sustainable?

• Significant Business Performance Improvements:

- Increased Profitability

- Longer Term profitability

- Reduced Business Risk

- Improved Staff Performance

- More Investors

- Reduced Environmental Impact

“Corporations with sustainable values
are more sustainable Corporations.”

58
Integrating & Aligning…

Strategy to Operations
Why Be Sustainable?

Significant Performance Improvements:

• Industry Leader • Increased Competitiveness

• Increased & Longer Term Profitability • Reduced Business Risk

• Increased Market Valuation • Improved Staff Performance

• Reduced Environmental Impact • More Investors

“Corporations with sustainable values

are more sustainable Corporations”
Session Objectives: Integrated Reporting

• Review IIRC’s Integrated Reporting

• Assess its validity in relation to convergence

theory

• Undertake an assessment of SBG’s

Integrated Report

61
 Integrated Reporting: is what?
“Integrated Reporting brings together material information about an
organization’s strategy, governance, performance and prospects in
a way that reflects the commercial, social and environmental
context within which it operates. It provides a clear and concise
representation of how an organization demonstrates stewardship
and how it creates and sustains value. An Integrated Report should
be an organization’s primary reporting vehicle”.
http://www.discussionpaper2011.theiirc.org/summary

• Five Guiding Principles underpin the preparation of an Integrated

Report.
– Strategic focus
– Connectivity of information
– Future orientation
– Responsiveness and stakeholder inclusiveness
– Conciseness, reliability and materiality

62
 IR: Key Content Elements
The presentation of the Elements should make the interconnections
between them apparent:

• Organizational overview and business model

• Operating context, including risks and opportunities

• Strategic objectives and strategies to achieve those objectives

• Governance and remuneration

• Performance

• Future outlook

63
Session Objectives: Business Analyst and Sustainability

• Assess BA’s Role and Responsibilities

• Identify specific challenges

• Assess approach and methods for

Sustainable Business Analysis

• Review pitfalls and benefits of this approach

and methods
64
 Definition of Hawthorne Studies

• “The Hawthorne Studies were conducted from

1927-1932 at the Western Electric Hawthorne
Works in Chicago, where Harvard Business
School Professor Elton Mayo examined
productivity and work conditions.”
 BA Role
Group Exercise

Discuss BA Role as it Pertains to Sustainability

1. Identify What additional Responsibilities are Required of the BA

2. Share with The Class
 Corporate Sustainability Planning Model

Business Plan/Strategy

Revision of Implement/Execute
Business Plan/Strategy Business Plan/Strategy

Change Detection
(Monitor/Analyze/
Evaluate)
 BA Responsibilities +

1. All Prior BA Responsibilities

2. Educate The Corporation on Sustainability and the Merits/Benefits
thereof (Target Execs)
3. Promote Sustainability Index
4. Perform Sustainability Assessments & Monitor progress
5. Identify & Motivate 3P Initiatives
6. Ensure existing Efforts/projects embrace 3p principles
7. Keep a Scorecard & Measure Success
8. Communicate
9. Keep Abreast of Industry Developments
10. Agree Outcome & Deliverables
11. Provide Skilled TBL/BM Practitioners
12. Conduct Project(s)
13. Supplement Your Capability
14. Demonstrate Success/Applicability
 Sustainability Challenges
Group Exercise

Discuss Challenges & Obstacles of Sustainability in the

Organization

1. Identify What Possible Challenges, Obstacles & Resistance may Face the BA
when promoting a Sustainability Program
2. Share with The Class
 Sustainability Challenges
The Leadership Challenge:

• Leadership & Corporate Awareness

• Institutionalizing Sustainability
• Programmatic, Enterprise Deployment
• Sustainability Strategies Reflected in Executable Actions
• Measurement of Sustainability Strategies

The Operational Challenge:

• Culture & Awareness

• Understanding of Business Operations/Process
• Business Operations Assessment i.t.o. of Triple Bottom Line
• Alignment with Sustainability Goals
• Tracking of Sustainability Progress
 Sustainability Challenges

1. Perceptions, Perceptions, Perceptions

2. Stereo-typing
3. Priorities (conflicting)
4. Credibility / No Track-Record
5. Lip Service / Token Efforts
6. Awareness (Lack)
7. Budget (lack of)
 Sustainability Challenges
Group Exercise

Discuss Challenges & Obstacles of Sustainability in the

Organization

1. Identify What Possible Challenges, Obstacles & Resistance may Face the BA
when promoting a Sustainability Program
2. Share with The Class
3. Identify Possible counter-measures for each Challenge/point of resistance
 BML Training

Sustainability Maturity
Model (SMM) - Assessment
SMM
1. Quantifiable Measures / Rates Enterprise “Maturity” (1-5)

2. Incorporates Sustainability Indicators (e.g. DowJones® Sustainability Index)

3. e-Survey & Interview Based

4. 4 – 6 week Duration

5. Leadership Measurement & Metric

“Corporations with sustainable values

are consistently more competitive corporations.”
Build Sustainability Capability
Enterprise Sustainability/Deployment

Sustainability
Enterprise TBL Roadmap
 Key Questions

Where do we Where is the

start? greatest payback?

How much/many
resources will it
take?
 Answer Key Questions

1. What are our corporate values?

2. What are our core enterprise business activities?
3. What are our strategic corporate sustainability goals?
4. What sustainability initiatives are currently underway?
5. What sustainability projects could build on existing initiatives?
6. Which initiatives support strategic goal attainment?
7. What is the optimal priority of initiatives?
8. What initiatives are missing?
9. Which initiatives deliver best & least return?
10. How much/many resource is required for initiatives?
11. What is our cultural readiness?
12. Which IT systems are affected & what is the impact?
13. What does implementation timeline look like?
 Enterprise Plan - Inputs & Outputs
Enterprise
Sustainability Model
Inputs Outputs
• Values • Enterprise Sustainability
• Strategies Model
• Project Inventory f Manufacturing & Materials
• Project Assessment
• Vision • Prioritized Project Portfolio
y Chain Operations Manager Quality Manager Manufacturing Manager Facilities Manager Administrative Assistant

Procurement Manager Logistics Manager ventory Control Manager Lead Inspector cument Control Supervisor uality Assurance Manager Manufacturing Engineer Production Supervisor em Build / Test Supervisor

• Goals/ Objectives (Strategy, Dependency)

Main Location

scope control screening template

Outage Scope Open Issues Resolution

LOSCR
Sub Location 1 Sub Location 2 Sub Location 3 Sub Location 4
Freeze date Status (Proposed, Approved)
Status (Updated)

Outage Ch

scope control screening sheet

Work Scope

Work Order
Change Request Sub Location 11 Sub Location 21 Sub Location 31 Sub Location 4

• BPIs/KPIs • Balanced Project/Initiative

Status (Status) Description
Outage Schedule Proposed Time
Outage Schedule
Status

Actual Outage Schedule

Change re
Original Outage Schedule
AR/CR Work Document
Work Work Duration Sub Location 12 Sub Location 22 Sub Location 32 Sub Location 42
Status (Updated)

Actual Work Duration

Estimated Work Duration
Work Schedule
Proposed Work Duration

Purpose
Ch
Sub Location 13 Sub Location 33

• Sustainability Culture Surveys Inventory

Activity 1 Activity 2 Activity 3 Activity 4 Activity 5
Sub Location 34 123 Main Street Englewood CO

Activity 11 Activity 21 Activity 31 Activity 41 Activity 51

• Core Business Activities • Culture Readiness Results

Activity 12 Activity 22 Activity 32 Activity 42 Activity 52

Activity 13 Activity 23 Activity 33 Activity 43 Activity 53

• Organization Roles • Implementation Time-line

Activity 14 Activity 24 Activity 34 Activity 44 Activity 54

• Geography/Footprint • Resource Estimates

Material Supply Chain Manager

Part Supply Chain Manager Warehouse Logistics Manager Quality Manager

Order Warehouse Fiscal Time Day Friday Warehouse Warehouse

Start End
Perform Inventory Planni Purchase Material Perform Material Inspect Material

• Implementation Support Plan

Material Material Material Material

Enterprise
Sustainability Planning
Sustainability Investment
Reward Portfolio Mix

High High
Investment/Low Investment/High
Reward Reward

Low Low
Investment/Low Investment/High
Reward Reward
 Portfolio Ring Diagram
Project Dependencies

Peripheral
Initiatives

Secondary
Initiatives

Core Project

Diagram represents upstream & downstream value chain impacts

 Governance, Stage Gate & Initiatives
Mapped to Enterprise BM
Control Change

Accounts for: 1 2 3 4 5 6
1 3 4 Receive Email
Close Peregrine Notification of
1. Strategic Priorities Initiate Change Perform Triage
Resolve Problem
Complete Business
Case Form
Ticket Peregrine Ticket
Closure

2. Governance 1.1
1.1
2.1
2.1
3.1 4.1
4.1
Determine if
Instructions Exist Rework Business
Report Problem Assign Ticket Case Form
3. Stage Gate Process
1.2 2.2 3.2 4.2
4. Project Dependencies 1.2
Change
Receive Request for Reassign Ticket (S) Follow Appropriate
Instructions
Determine if
Is A CPG Internal
Process, Procedure
or Control

1.3 2.3 3.3 4.3

1.3 Review Tickets Perform Analysis on Receive Business
Peripheral Open Peregrine Case
Initiatives Ticket

4.4
Review Business
Secondary Case
Initiatives
Governance Stage Gate
Process 4.5
Disposition / Approve
Business Case

4.6
Core Project Notify Business Case
Owner
 Deliverables

Enterprise Sustainability Portfolio Planning Deliverables

1. An Enterprise Sustainability Plan

2. Agreed Sustainability Goals

3. Management Tool for Steering / Exec Committee

4. Alignment of Strategic Goals w/ Initiatives (Housed in S/WTool)

5. Enterprise Business Model (Housed in S/W Tool)

6. Enterprise Sustainability Model

7. Prioritized Sustainability Initiatives

8. Estimated Resource Requirements

9. Implementation Timeline

10. SMM Rating/Measure

Single repository for all

sustainability Information
 Sustainability Challenges
Group Exercise

Create A Sustainability Deployment Program What Model for a

Large Corporation

1. Share with The Class

 Sustainability Enterprise Capability
• Customized sustainability “rollout”
1 blueprint

• Train sustainability core team

2

• Deploy business modeling software

3

• Identify success measures

4

• Schedule 1st wave TBL initiatives

5
Capability Deployment

Low-Fidelity Deployment
Blueprint
 TBL Project Support

1. Scope & Estimate Initiatives

2. Agree Outcome & Deliverables

3. Provide Skilled TBL/BM Practitioners

4. Conduct Project(s)

5. Supplement Your Capability

6. Demonstrate Success/Applicability
Sustainability Awareness,
Education & Training
 Education & Training

Target Audience

• Business Leaders/Execs
• Business Representatives / SMEs
• IT
• BAs
• Customers
• The Public
• Investors
Business Analysis
For Sustainability
Improve: Low- Fidelity Activity Flow

Define Agree Create Load Gather

Project Targets/ Current State Improve
Obj’s
Metrics
Purpose Model Opps
Select
ID Quick Analytics
Wins

Inspect Calc. Build Future Draft Biz\ Package/ Build

Biz Improvements State Model Case(s) Present Rollout
Models & Prioritize Output Roadmap
Conduct
Analyses
Same Analyses are
Conducted + 3P
Analysis

1. BI analysis types
a) Issue analysis
b) Root cause
c) Why analysis
d) Automation analysis
e) Biz Dimensions/Affinity
f) Cycle Time Analysis
g) Sigma/Lean
Recap and Summary