BPM: lessons from the real world

lessons from the real world Practical ideas to apply to your organisation

Published October 2008

Effective and efficient management of the design, implementation and evolution of their business processes is a weakness in most organisations. Process fragmentation across systems, staff and organisational boundaries causes headaches in terms of performance, and also poses a challenge when people want to start improving things, and corral available expertise and support.

Formalising the way BPM is carried out simply works better than acting in an uncoordinated fashion. Benefits can be gained as much from doing things in the right way and in the right order, as from adopting a highly regimented approach. From an organisational and technical point of view, a very strong correlation can be seen between the degree of integration across the breadth of BPM activities and capabilities and the effectiveness of business process management.

'Thinking strategically and acting locally' sums up the research findings which highlight the performance gains from addressing BPM in a joined up manner and the practical benefits of using the most appropriate tools and skills at hand to get the job done. If nothing else can be achieved, adopting this mantra for BPM can stand organisations in good stead.