Life @ Blue Ocean
Mastering Business Excellence · Operational Excellence
Mastering Business Process Re-engineering equips process owners to select a broken process, map it as it really runs and redesign it end to end.
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Incremental improvement has its limits. When a process has accumulated decades of handoffs, approvals and workarounds, trimming a few steps leaves the underlying design intact and the customer still waiting. Re-engineering starts from a different question: if this process were built today, from the customer backward, what would it look like?
Participants learn the full arc, from choosing a process by impact and feasibility, through as-is mapping with flowcharts, swimlanes and process mining, to a redesign built on parallel flow, fewer handoffs and clear decision rights.
Organizations run it as 30 hours of self-paced learning on the Blue Ocean learning platform, on web and mobile, so a transformation office or a group of process owners can work through it while an actual redesign is under way.
A corporate license enrolls the cohort and the administrator dashboard shows who has reached which module. Study resources include mapping and selection templates, with knowledge checks and practice assessments in each module; those who complete it earn a digital, verifiable MBE credential.
Re-engineering is a team sport, which is why single-function cohorts rarely get the redesign past the whiteboard. Transformation leaders set the ambition and need the selection criteria from module four. Process owners are the people who will have to defend the to-be design and live with its decision rights.
Business analysts do the mapping, modeling and simulation work in modules five and six. Operations managers test whether the redesign survives contact with daily volumes, and project managers carry it through delivery. Enrolling all of them together gives a company one shared method and one vocabulary for the argument about what is radical enough.
Seventeen modules carry a team from the idea's origins to a completed transformation. Modules one to three cover history, the case for radical change, and process thinking. Modules four to seven are diagnostic: selecting the process, mapping the current state, modeling it in BPMN and simulation, then finding where it fails.
Modules eight and nine design the future state, and modules ten and eleven cover enabling technology and intelligent automation. Modules twelve to fifteen handle governance, the business case and ROI, implementation and change management, and sustaining gains through ongoing process management. Module sixteen reviews landmark case studies, and module seventeen is a capstone transformation.
Module two draws the line clearly. Lean and Six Sigma improve an existing process step by step, reducing waste and variation inside the current design. Re-engineering questions the design itself and rebuilds the process from the customer backward, usually across several functions at once. The program teaches participants to choose between the two rather than treat them as rivals.
Module four provides the screen: impact on customers and strategy, feasibility given systems and people, and strategic fit with where the business is heading. It also covers how to spot processes that are genuinely broken rather than merely slow. Participants apply the criteria to their own process portfolio so a shortlist, not a wish list, comes out of the module.
Flowcharts, SIPOC and swimlane diagrams for the as-is picture in module five, with cycle time and voice of the customer captured alongside. Module six adds BPMN as a standard notation, value stream mapping for re-engineering, process mining to recover the real process from system data, and simulation for what-if testing before anything is changed on the ground.
Module ten is explicit that technology enables a redesign and should never substitute for one. It covers the trap of automating an inefficient process, the roles of ERP, workflow and integration platforms, and how to align digital investment with the redesign goals already agreed in module nine. The sequence matters: design first, then choose the tools that support it. Module eleven extends this to RPA, AI and low-code platforms.
That is the ideal use. Because the 30 hours are self-paced on the Blue Ocean learning platform, a team can take the mapping modules while it maps and the design modules while it designs. The administrator dashboard shows progress and completion per person, so a program lead can tell who is ready for each phase of the project.
A digital, verifiable MBE credential from Blue Ocean Corporation, issued under the Mastering Business Excellence series to each participant who completes the modules, knowledge checks and practice assessments. It can be shared with a professional network or checked by an employer, and the organization retains a completion record on the dashboard for capability planning.
Use the Register Now button on this page. It opens Mastering Business Process Re-engineering on the Blue Ocean Academy website, where individual learners can enroll directly.
Your organization licenses seats for a cohort or a whole team. Participants study the self-paced modules on the Blue Ocean learning platform, on web or mobile, and your administrator follows enrollment, progress and completion on a dashboard.
Yes. A pilot cohort in one department is a practical first step. Use the corporate license form, and a program advisor will map the relevant courses and license options to your teams.
Ask us about a pilot cohort for your transformation office, or request a corporate license so every process owner shares one redesign method.
Register Now opens this course on the Blue Ocean Academy website in a new tab.
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