There are many factors that influence the adoption of standardized business processes. Much research has been conducted and papers written on change management in general and how this can enhance the adoption of business processes during improvement initiatives. Our experience shows that, in the fast moving digital environment, change management should be integrated into the day-to-day business of people. It needs to become a component of the overarching BPM-Discipline which provides different enablers of standardization and harmonization.
Any action to improve business process adoption should properly address key people oriented factors to be successful. This is where traditional process engineering and change management need close alignment in a very practical way to address the people engagement needs. Effective process management combines these two approaches focusing on delivering the expected value outcomes. This is shown schematically in figure 1 below:
Figure 1: Alignment of Process Engineering with Change Management.
This paper does not seek to normalize the multiple models or approaches to Change Management and therefore use one of the accepted 3-step approaches of: Information, Communication and Training (Kirchmer, 2011). The ingredients to success of process adoption lie in an understanding of how good process management can feed and enable a collaborative approach to change management.
In the book “Value-Driven Business Process Management” (Franz & Kirchmer, 2012) the authors describe the Process of Process Management that underpins a pragmatic and effective BPM-Discipline. Further and more current writings detail this framework and describe how it works (Kirchmer, Franz, 2015). This process framework is shown in Figure 2 below. It is based on numerous engagements to deliver real value from BPM as a management discipline. There are in the author’s experience five important components of this discipline that are essential to enabling the people adoption during a process standardization and harmonization initiative. These enablers are highlighted in Figure 2 below and then described in more detail in the following sections:
Figure 2: Five essential enablers of Process standardization and harmonization in the BPM-D Process Framework
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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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