First off, what is BPM? BPM stands for Business Process Management and is a management principle that leads organizations to manage their work efforts via business processes. BPM ultimately supports improved performance through operational excellence and business agility. Now that you know what BPM stands for you might be thinking, “Why would I implement this principle in the work place?” Well by managing through processes, an organization can reap many benefits including:
Providing Full Visibility Into Your Current Processes – It’s common to uncover problem areas through current-state process analysis and identify opportunities for improvement. This also creates enhanced business awareness to monitor process performance more real-time and generate reporting for informed decision-making by leadership.
Supporting Alignment To Corporate Strategy – When processes are reviewed, they can be aligned to corporate strategy and help provide “The Big Picture”. During this effort, it is critical to gain buy-in from executives and other key team members to ensure the refined corporate strategy can be acted upon.
Creating Process Ownership Throughout The Organization – When using BPM, process owners can be identified from the business side (not IT) for each major process which must be backed by executive sponsors to support an effective governance structure.
Generating Agility In Making TransformationalChanges – When BPM is used in coordination with a tool/system, it can provide improved agility in making future process changes as strategy needs arise. So when the BPM process knowledge is managed in a system versus being kept as tribal knowledge with employees, rapid effective change is easily achieved.
Breaking Down Siloes To See Value Cross-Functionally – When BPM is implemented effectively (and matures over time), end-to-end processes are defined to support an organization’s strategy and provide a holistic perspective. When processes are siloed – owned and managed within a function – the goal is to break these down so the processes can be viewed, managed, and measured as value chains. Keep in mind that not every process can be made into a value chain and as these are created they may require additional buy-in as other teams may be impacted.
This blog was contributed by Ryan McMahon, MSS Consulting Manager
For questions about BPM, Performance Management, or Organization Change Management contact us at firstname.lastname@example.org