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Ep. 33 - How to inspire people for process: Mirko Kloppenburg
Manage episode 345708840 series 3007154
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We talk (a lot) about technology and processes here on the podcast. But what about the human side of Business Process Management? Do we just forget them and aim for the desired outcome no matter what? No, we don't ...
In this episode of the What's Your Baseline podcast we speak with Mirko Kloppenburg, who started his own company and project "New Process Lab" a few months ago after 20+ successful years at Lufthansa Group.
To start the New Process Lab, he linked the often fuzzy New Work ideas with tangible processes. As symbiosis of Process Management and New Work, the “New Process” approach was created. It adds a human-centric mindset to the already proven BPM tools and methods we know from the past.
The exchange about New Process has shown him that there is a great need to explore these ideas more deeply. To do this, he created the a platform to build a community, to perform experiments, and to share experiences. The NewProcessLab.com is driven by the purpose to empower you to rethink your process. In addition, he started the New Process Podcast to explore new ways to rethink processes and to share his journey with you!
We are talking about these topics:
• Mirko's background and his revelation that it is all about the people when doing process management
• The New Process principles: trust the people, involve the people, foster the development of people, give meaning to the people
• Inspire people for process by community building, focusing on experience design, and being a process influencer
• Examples of the New Process principles
• How to bring the principles to life
• The New Process lifecycle
You can find Mirko on LinkedIn here: https://www.linkedin.com/in/mirkokloppenburg/. His website is newprocesslab.com, and his podcast can be found here: newprocesslab.com/new-process-podcast.
The full show notes, including graphics, further links, credits, and transcript, are available at whatsyourbaseline.com/episode33.
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