Alan Ramias & Paul Fjeista

Alan-RamiasAlan Ramias is a Partner of the Performance Design Lab (PDL), a consulting, coaching and training company that specializes in organizational performance improvement and an instructor with the BPM Institute. He brings 30 years of consulting experience in the analysis, design and implementation with organizations in Asia, Europe and North America. He is a co-author of the books White Space Revisited: Creating Value through Process and Rediscovering Value: Leading the 3-D Enterprise to Sustainable Success. Before becoming a management consultant, Alan was an instructional designer, training manager and organizational development manager at Motorola. Alan joined The Rummler-Brache Group (RBG) in 1991, and led improvement projects, became a Partner and Managing Director of Consulting Services at RBG and was responsible for selecting, training and overseeing RBG’s consultant teams.

Paul-FjelstaPaul Fjelsta is a Founding Partner of accomplir where he specializes in developing integrated, next-generation process improvement frameworks that link Behavioral Leadership & Behavioral Change Management tools with Lean Sigma (DMAIC) and Rummler Process Methodology (RPM) toolsets to create "Sustainable Lean Sigma" and "Behavioral BPM". These blended toolsets enable client ownership of the organizational, business process, technology, and behavior changes required to bring about timely, sustainable and measurable business results.

Process Improvement: The Behavioral Side of Improvement Work: Engaging Leaders

In the final Column of their Behavioral series, Alan Ramias and Paul Fjelsta focus on the role of management and how a behavioral approach can improve the impact of leaders on process improvement efforts. They suggest a set of guidelines for anyone in charge of facilitating or guiding a change effort.who wants to be more effective in engaging the right kind of leadership involvement.

Performance Improvement: The Behavioral Side of Improvement Work—A Walkthrough

In the third Column in their series on behavior and performance improvement, Alan Ramias and Paul Fjelsta present a walkthrough of the integration of behavioral analysis and design into a typical process improvement project. They demonstrate how they use behavioral tools to more effectively engage leaders and design better future state processes.

Process Improvement: Behavioral Methods Applied to Lean Six Sigma

Alan Ramias and Paul Fjeista continue their series on the behavioral side of BPM and Process Improvement. In this Column, they highlight specific places where typical Define, Measure, Analyze, Improve and Control (DMAIC) projects could be modified or supplemented to identify and address behavioral matters.

Performance Improvement: Ain’t Misbehaving: The Behavioral Side of Improvement Work

While improvement practitioners are “tool-savvy and tool-adept”, they are less equipped to deal with the so-called “soft stuff”. Alan Ramias and Paul Fjelsta address the behavioral side of improvement in this, the first in a series of three Columns that will focus on this issue. The principle behind the series is that behavior can be reengineered and, to achieve lasting organizational change, it must be.