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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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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