Value-driven business process management provides a management discipline delivering the transparency and agility required to enable innovation, especially business process innovation and the closely related business model innovation. It sets the parameters so that an organization is able to react to change fast and effectively . Innovation in general and process innovation specifically are powerful ways of dealing proactively with change.
The discipline of BPM helps to identify the 15-20% of high impact processes where innovation really matters. It points the innovation activities to the right target to get the best value out of them . This is the basis for successful business model and process innovation. In addition, BPM is used to organise the innovation process in a way that provides the best outcomes for the organization. The discipline of BPM identifies the process steps that are purely administrative but necessary. Those areas are managed with the goal of highest efficiency. The sub-processes which really matter for the quality of innovation are optimised differently. Here people get the necessary freedom to be creative and develop new ideas. BPM enables the right degree of freedom for successful innovation. It provides the right agility necessary to implement and roll out the new processes. The double impact of the discipline of value-driven process management on innovation is visualised in Fig. 4.
As previously mentioned, process innovation is in general customer driven and often facilitated through design thinking. Hence, the innovation process is organised around the design thinking principles . A new process idea is developed based on the outside-in customer view, and the transfer of experiences from other areas (e.g. other industries or different processes), based on a visionary overall story. The implementation is done through rapid prototyping – which requires the agility value-driven BPM provides. It enables the rapid implementation of process changes to examine the outcomes which drive further improvements. But it is also used to organise an appropriate innovation process, as discussed before. BPM treats innovation as a key value it has to deliver.
Figure 4: The Impact of value-driven BPM-Discipline on innovation
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GeneralStrategy Execution in a Digital World: The Discipline of BPMProcess Modelling IntroductionValue-driven Repository ManagementRapid Process ImprovementAchieving Compliance with DMNBuilding an Organisation for Value-driven BPMPerformance & KPI ManagementTarget Value, Create Your Process AgendaImplementing a Successful Automation (RPA) PractiseValue-driven System ImplementationIntegrated Customer Journey PlanningSystem Design & Requirements GatheringProcess SimulationTargeted Innovation to Maximise PerformanceEnabling Process Standardisation & HarmonisationThe Process of Process ManagementValue-switch to DigitalisationControlling your Systems with Application ArchitectureLean Six Sigma in a BPM ContextProcess Mining: Delivering ImprovementProcess Mining Advanced Technical Training
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