I have just completed an exciting assignment with a company that was grappling with how to improve their performance. We conducted a review of their strategy answering two questions:
1- Was this the correct strategy?; and (if so)
2- Were they executing against the strategy?

We went into the strategy in some detail and agreed that, while it may not have been the perfect strategy, it was a good direction to take and would deliver way in excess of their expectations (and those of the shareholder) if properly executed. The second question – strategy execution – is where they needed to do more. The approach had been “put the right people in place with the right overall intent” and the right results would follow. This was a great start but was insufficient.

Each of the strategic initiatives, identified as part of the strategy, were being led independently by well-meaning individuals. None of them were making great progress, as they impacted many parts of the organisation across the delivery value chain and were unable to prioritise their actions (against others impacting the same area) and the governance (or decision making) was not in place to allow them to deliver. Their answer was to execute within their silo delivering some change BUT the objectives of the strategic plan were hardly moving forward.

We worked with them to put in place the strategic execution plan and the necessary governance. Prioritised progress is now being made and there is a mechanism to monitor performance and affect the necessary course adjustments. I will monitor progress and update you later on how this progresses.

We major in the Business Process Management-Discipline and what, you may ask, has this example got to do with BPM-D®? On this assignment and in the blog so far I haven’t used the work “Process” as it is often misunderstood and associated with those (very useful) flow charts. A good Business Process Management Discipline is the most effective engine to help organisations translate their strategy into execution faster and with greater certainty. The components of BPM-D® are sown in the (patent pending) framework – see http://www.bpm-d.com/framework.

Described, in the first part of this blog, are the key components of developing a BPM-D® strategy (understanding the strategic drivers and their impact on processes) and then putting in place the Process Governance to support it. It is the glue that ensures nimble Strategic Execution. It will be some time before the company recognises they are building BPM-D® and they have a long journey to make it work for them but the pragmatic first steps are in place to make them successful.

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