An analysis of the different sub-processes of the BPM-D Process Framework based on over 200 process initiatives has shown that there are nine areas which are currently not well covered through digital tools. The operationalization of a company strategy through an appropriate process strategy is one important area that is not well supported. An organization only competes with about 15-20% of its processes (Franz, Kirchmer, 2012). All the others are commodity processes that do not really impact the competitive positioning provided that they are performed at least at an industry average level. It is key for an organization to know its high impact processes, align the process management capabilities with those and define a BPM agenda or roadmap consistent with these findings. The systematic support of this development of a value-driven process strategy is crucial for a successful BPM-Discipline and has to be adjusted with every major change of strategy or market. We have not identified any existing focused digital tools supporting this part of the PoPM, hence this should be part of a new, more holistic digitalization approach.

While the management of improvement projects is normally well captured through project management systems, the value-realization after the project and the related process and data governance is not sufficiently covered. This is another area where an enhancement of digital support can lead to significant improvements of the PoPM.

In practice, the whole “people dimension” of process management is also not given adequate digital support in many BPM approaches. In most process transformation and improvement approaches the challenges is less related to technology but rather about people (Spanyi, 2003). Since only some processes can be fully automated, people and their skills are often the bottleneck. While there is good progress made with digitally enabled change management approaches (Ewenstein, Smith, Sologar, 2015), such as the use of eLearning or various communication tools, the active management of process communities and their integration with change management is still not sufficiently covered. Hence, this is another area for an improved digitalization of the PoPM. Figure 7 shows all the focus areas needed for a more advanced digitalization of the PoPM.

Figure 7: Functional focus of PoPM Digitalization

The related information is scattered across the organisation in various tools augmented by Excel spreadsheets, SharePoint, PowerPoint and others on individual laptops. This is hard to find and highly redundant. In addition, there is a lack of integration between the different existing digital tools. Hence, a next generation digitalization of the PoPM needs to address this and deliver the right degree of integration enabling best performance of the overall PoPM.

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