Business Process Transformation with Oracle

Redesign the process — not just the system. How to run business process transformation alongside an Oracle implementation — process ownership, design workshop facilitation, and building the governance that prevents regression after go-live. 6 hrs · 2 sessions · Intermediate. Overview Oracle implementations frequently digitise broken processes rather than fixing them. The organisation has a manual workaround that has existed for years; the SI maps it into Oracle as-is because the client signs off the process design that they know, not the process design that Oracle enables. The system goes live. The workaround is now digital but still broken. The opportunity to redesign — which only existed during the implementation window — is gone. This course teaches how to use the implementation as the transformation event it should be: how to identify the processes where Oracle's standard design is genuinely better and the client should adopt it, how to identify the processes where the client has a legitimate business requirement that Oracle must accommodate, and how to run the process design workshops that produce decisions rather than debates. The governance model that prevents post-go-live regression is covered in full. Learning outcomes • Distinguish between process digitisation and process transformation — and know which you are delivering • Assign process ownership in a way that creates genuine accountability for process performance • Facilitate process design workshops that produce decisions rather than prolonged debate • Apply the configuration versus compromise framework to evaluate Oracle process design decisions • Build the process governance model that prevents regression and drives continuous improvement after go-live • Coordinate process transformation and change management so they reinforce rather than compete with each other Prerequisites • No Oracle technical knowledge required • Experience in business process management, operations, or transformation leadership is assumed • Most valuable during an active Oracle implementation or in the 12 months before go-live Modules 1. Process ownership, the transformation window & the design workshop (3 hours) The transformation window: why the implementation is the lowest-cost moment to redesign a process and why the cost of redesign increases exponentially after go-live. The decisions that close the transformation window: accepting Oracle standard processes for the wrong reasons (speed, cost, risk aversion) without evaluating whether they are actually better. Process ownership: what it means to own a process in an Oracle-supported environment — not just to be responsible for the transactions, but to be accountable for the process design, performance, and improvement. How to assign process ownership in a way that creates genuine accountability rather than nominal responsibility. How to run a process design workshop that produces decisions: the facilitation approach, the role of the business representative (decision authority, not just input), the role of the SI (Oracle knowledge, not business policy), and how to close a design debate when consensus is not available. Documentation: capturing process decisions in a format that the SI can build and the internal team can maintain. Topics: Transformation window; Post-go-live redesign cost; Process ownership definition; Ownership assignment; Design workshop facilitation; Decision authority; Design documentation; Process governance 2. Configuration vs. compromise, governance & change management interface (3 hours) The configuration versus compromise framework: how to evaluate any process design decision against three criteria — does Oracle standard genuinely work for this business requirement, does the business requirement reflect a genuine business need or a historical habit, and what is the true cost (financial and operational) of the proposed configuration or workaround? The customisation cost: not just technical development cost, but upgrade risk, support complexity, and the organisational cost of maintaining non-standard Oracle processes. Building the process governance model that survives go-live: the process council (the group with authority to approve Oracle process changes), the change request discipline for process modifications post-go-live, and the annual process review cycle that drives continuous improvement rather than configuration drift. The interface between process transformation and change management: the sequencing, the handoff points, and the failure modes when they are not coordinated. Africa-specific process considerations: multi-currency environments, multi-entity groups, government reporting requirements, informal business practices that need formalisation, and the specific Oracle configurations that address them. Topics: Configuration vs compromise criteria; Customisation true cost; Upgrade risk; Process governance model; Process council structure; Change request discipline; Annual review cycle; Change management interface; Africa-specific patterns Delivery Best delivered to the business process owners and their process design leads, ideally 2–4 months before the design phase of the Oracle implementation. The joint participation of IT, business, and programme leadership is important — process transformation decisions require authority from all three. The course can also function as a reset workshop for organisations that are mid-implementation and realise their process design is drifting toward configuration of current-state rather than transformation. Certification Certificate of completion Price USD 950 · per participant per person · indicative · group pricing available HRDC eligibility Up to 75% refundable Mauritius-registered employers may claim this training via the HRDC levy. We provide full documentation to support your claim. Languages English Provider reference SIMPLIT-074-PROCESS_TRANSFORMATION

• Business process owners responsible for Oracle-supported processes • Transformation directors running process change alongside an Oracle implementation • COO-level leaders responsible for operational process quality • Programme directors who need to integrate process change with technical delivery • Finance and HR directors whose processes will be redesigned through the implementation • Change management leads who need to anchor process change in the Oracle design