5.3 Typical BPM Roles Involved in Successful Digitalization

In most, if not all, organizations that have found success with digitalization, there are four predominant roles with significant responsibility for either process management in general or digitalization specifically. Perhaps unsurprisingly, business process managers have greater responsibility for process management than any other group (see figure 2), but typically they are also the least likely to have primary responsibility for digitalization. Instead, they trade off on that responsibility to Information Technology personnel, who consequently are least likely of any non-executive role to have responsibility for process management. Line-of-business personnel represent a middle ground, reflecting their mixed interest in the two areas of focus. Finally, executive management has just under 40% of total primary responsibility, split almost evenly, and focused on process management and digitalization. Together, these four groups collectively own the primary responsibility to clearly communicate the business strategy, map it to the organization’s present capabilities, and execute to realize positive business value.

Figure 2: Primary Responsibility for Execution of Process and Digitalization Initiatives

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