Diane is right on target.  My students will tell you how much I emphasize the issue of "good business".  Sure, there are trigger events that cause organizations to seek RIM help.  But it is the provable bottom line that gets support year after year.

My mantra in teaching RIM is that RIM must be good business.  I realize this is not as compelling in government as it is in business, but even in organizations that don't have a profit goal there is an opportunity to reduce costs and enhance service.  Think how many of us have been asked to do more with less.

I have given a presentation for years now entitled "Show Me the Money!"  Diane was right.  Too many of our colleagues focus on compliance and process, forgetting the fact that businesses are looking at "income-expenses=profit".  My goal has always been to create a sound business process.  Compliance and continuity can be byproducts of good business.

Of course, none of this can happen if a professional cannot identify the tasks associated with his or her operation and the unit cost for each of those tasks.  You must be able to quantify each step for the things you do.  Knowing that, it is easy to play the "What if?" game when it comes to process improvement.  "I know what it costs to do X.  If I change X and it now costs less than it did, I generate return on investment."  That generates funding for the change as well as support from leadership.

Nothing is guaranteed.  Many companies are so challenged right now that they are reluctant to consider new processes and new initiatives.  It often requires someone with great vision to see the hidden costs of daily operations and with the ability to both innovate improvement and communicate the plan.  


David B. Steward
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HUSCH BLACKWELL LLP
4801 Main Street, Suite 1000
Kansas City, MO 64112-2551
Direct:  816.983.8860
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