BPM enables an effective strategy execution across the organization (Swenson, von Rosing, 2015). It operationalizes strategy so that it can be executed through the appropriate combination of people and technology, fast and at minimal risk (Franz, Kirchmer, 2012). This is visualized in the BPM-D® Framework shown in figure 1. This framework summaries key aspects of a comprehensive definition of BPM and operationalizes them by an appropriate management of the process lifecycle from design, implementation, and execution to control of the process.

Figure 1: BPM-D® Value Framework

It is possible to leverage the BPM-Discipline for enterprise-wide strategy execution mainly because of the transparency it creates as well as its organization-wide customer and outcome-oriented approach. The discipline of BPM enables cross-departmental initiatives to achieve values like quality and efficiency, agility and compliance, integration into enterprise networks and internal alignment as well as innovation and conservation of existing practices (Kirchmer, 2015). These typical values that the discipline of BPM delivers are shown in the BPM-D Value-Framework in figure 2.

Figure 2: The BPM-D Value-Framework

These values, or a sub-set of them, are systematically combined through the BPM-Discipline to make strategy happen. The supporting methods and models enable an efficient and effective approach to this strategy execution and minimize the related risk.


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