Organizations’ strategies and operations are driven by scores of ever-shifting factors: from demographic changes, capital availability, legal regulations and customers who require something new every day to technological innovations and an all present digitalization. Static business models do not keep pace with this dynamic change. Companies need a management approach that makes them successful in this volatile environment. Organizations need to master a systematic strategy execution and deal proactively with the opportunities and threats of our “digital world” (Sinur, Odell, Fingar, 2013). Companies need to become “Exponential Organizations” who achieve a significant higher output than peers through the use of new organizational techniques and related technologies available in a digital environment (Ismail, Malone, van Geek, 2014). In effect, organizations need to know how and when to modify or enhance their business processes, which processes are optimal candidates for intervention, and how to move rapidly from idea to action.
That’s where the Business Process Management-Discipline (BPM-Discipline) helps. It enables organizations to deal with change successfully, drive their growth agenda and create immediate as well as lasting competitive advantage. Companies increasingly invest in areas of “intangibles” such as “business process” (Mitchel, Ray, van Ark, 2015). The BPM-Discipline delivers significant business value by converting strategy into people and IT based execution at pace with certainty to meet the requirement of a systematic strategy execution and benefit from the opportunities of digitalization (Kirchmer, Franz, 2014) (Rummler, Ramias, Rummler, 2010).
Existing approaches to BPM focus in general on one or very few aspects of process management, e.g. implementing a process automation engine or setting up an enterprise architecture. There is a need for a comprehensive overarching approach to identify and establish all process management components required to form a simple but successful BPM-Discipline in the context of a specific organization. This is the topic of the research presented in this paper.
The BPM-Discipline is implemented through the “process of process management” (Kirchmer, 2015), just as other management disciplines are implemented through appropriate business processes: human resources (HR) through HR processes, finance through finance processes, to mention a couple of examples. The process of process management (PoPM) operationalizes the concept of the BPM-Discipline. It applies the principles of BPM to itself.
This whitepaper defines the BPM-Discipline and its value. It explains how this management discipline is further operationalized through the Process of Process Management (PoPM). Then it gives an overview of a reference model for the PoPM, developed to enable a systematic application of the PoPM approach to build and run a value-driven BPM-Discipline for strategy execution. Finally the paper will share experiences with the practical application of the PoPM.
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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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