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Learn how to deliver Strategy Execution in a Digital World

Peter Franz Managing Director and Co-CEO of BPM-D

Changing Environment and Value of BPM-Discipline

In today’s digital world, when an organisation wants to differentiate itself, it has to adapt to the changing environment, and do it a rapid pace. They need to be agile to meet the demands of a dynamic, volatile business climate.

That’s where the Business Process Management-Discipline (BPM-Discipline) helps.

We define BPM as the management discipline that creates transparency, quickly and reliably, through a process lens, while helping to turn strategy into execution. Hence, we refer to BPM as the BPM-Discipline (BPM-D). It enables organisations to deal with change successfully, drive their growth agenda and create immediate and a lasting competitive advantage.

Just as other management disciplines are implemented through the appropriate business processes (i.e. human resources (HR) through HR processes, finance through finance processes), The BPM-Discipline is implemented through “The Process of Process Management”.

Process of Process Management

Process Framework

The Process Framework helps organisations identify the areas where BPM Strategy can be implemented and aid them in achieving the optimum level of strategy execution.

This figure identifies the areas where BPM Strategy can be implemented and brought to an optimal level. It identifies, BPM capability gaps in processes and the helps with the development of a BPM Agenda.

While all the sub-processes of the PoPM shown in figure above can be important in a specific company context, organisations only rarely need all of them in full maturity. The right application of the BPM-Framework and its sub-components enables the company to focus on what really matters,

BPM Organisation

There are two categories of process roles, Core and Extended. Those with core roles should operate in a centralised unit, often known as a Centre of Excellence (CoE). This is the preferred approach for enabling an efficient process of process management; conversely, if decentralised, process owners can work more closely on operational initiatives. The BPM-D organisation framework shown below is an invaluable tool, when correctly interpreted and applied, for setting up a centralised BPM organisation.

Lessons Learned

The BPM-D Framework and Reference Model or its components have been applied in over 20 organisations over the last two years to implement the process of process management or its components.

Some key lessons learned are:

  • Get top management support.
  • Identify business processes where you can deliver immediate benefits while building the required lasting BPM capabilities.
  • Don’t try to “boil the ocean”. Set clear priorities
  • Keep things simple, “less is often more”.
  • Encourage innovation and creativity instead of punishing people for making mistakes.
  • A value-driven BPM Discipline is an enabler of growth and strategic agility, not just a cost reduction engine
  • People are key for success. You need to treat them accordingly.

In summary, the Process of Process Management enables companies of all industries to create an end-to-end “value network” around the existing organisational structure. This is the basis for sustainable performance and productivity for an organisation in a digital world.

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