Ricoh is a global technology company, best known for its familiar range of office equipment and services including printers, projectors, document management systems and IT services.   Headquartered in Sydney, Ricoh Australia maintains branches in all mainland capital cities.

New services herald a time of change
In the last five years, Ricoh’s Australian operations have been through enormous change.   Acquisitions and expansion into new markets, including the development of highly successful professional services and IT services arms, have resulted in the company doubling in size since 2010. Headcount has risen to over 1,100 employees. Major new customers have signed on with the company. To accommodate their needs, many new processes have been developed and old ones changed. 

Declan O’Reilly, Business Excellence Manager, describes it as an exceptionally busy period and one that has been dramatic in terms of change.

Nowadays it seems every mid to large size company is getting clipped at the knees. For example, take the tech industry. Not ten years ago, the industry was dominated by household names including Intel, IBM, Microsoft, Cisco Systems, and Oracle. With the passing of years their core businesses have eroded as upstarts nabbed market share. Today, those maintaining their market position often do so only through the acquisition of their smaller rivals. Their internal growth engines are sputtering if not dead. Why? The issue is not that these tech giants don’t have the resources to compete. Nor is it that they don’t have experienced leaders and talented workforces. They simply are unable to adjust their product portfolios to seize market opportunities. Burdened by traditional corporate structures and business practices, when sparks of innovation flare up they are quickly dowsed by the corporate bureaucracy.

BPM Institute defines BPM as “The definition, improvement, and management of end-to-end business processes in order to achieve clarity on strategic direction, alignment of resources, and increased discipline in daily operations.”  A crucial ingredient in effective implementation of BPM is a common vision that guides the formation of the strategic direction and keeps the resources aligned beyond the initial planning phase and informs the operational decisions that are made every day.  

This is the second of a two-part look at a “Day in the Life” of a Business Analyst (BA). During the first half of our “day”, the BA met with principal stakeholders multiple times to understand the problem, document the As Is and To Be, and perform a gap analysis between the two that will form the basis for the solution. The BA speculates that this will involve a combination of changes to people, process, and tools but the next step is to list and prioritize what the solution must include.