High Performance through Process Excellence. From Strategy to Execution with Business Process Management.
Abstract
Continuously changing customer and market requirements as well as new developments in information technology have become a dominating factor in today's business environment. To be successful enterprises have to adapt quickly to new opportunities and threats. They have to take smart decision and execute fast. Innovation and agility become important success factors.
The Management of Process Excellence (MPE) is the main enabler. It helps achieving immediate benefits while building lasting process management capabilities. MPE links strategy with people and technology based execution. Service Oriented Architectures (SOA), Web 2.0 or "cloud computing" support this approach. The right process governance, including centers of excellence, and knowledge assets in form of reference models increase the delivered value again. The resulting next generation enterprise is ready for long term success.
The book discusses how business process management delivers real value in private and public sector organizations around the world. It addresses executives and managers as well as educators and students.
... A business process is a collection of tasks performed asynchronously by various resources, such as humans, software, or hardware, to achieve a specific goal. 1 The execution of these tasks is tracked and documented in an event log, which records details such as the identifier of the case, the event performed, and the timestamp of the event. 2 There may also be optional case attributes, which are shared by events of the same case, or event attributes that are unique to each event. ...
... Due to the TPP modeling the distribution of the next timestamp or inter-event τ time under the history ℋ( ), the next timestamp prediction task is equivalent to considering the next timestamp given ℋ( ) denoted as follows: Here, we pick the PDF of the type-event at time as the parametric form, which is defined as: * ( ) = λ * ( ) exp (− ∫ λ * ( ) −1 ) (1) where exp (− ∫ λ * ( ) −1 ) is an exponential term where the exponent is the negative integral from −1 (the time of the last event before , namely − 1 = ≤ { , < }) to of the CIF. This integral represents the expected number of type-events at time , which happens in the time interval ( −1 , ]. ...
... The choice of the family of CIF functions to approximate the target CIF is critical because the function's ability to approximate accurately determines the TPP's performance in fitting the distribution. Additionally, Equation (1) indicates that the integral term is unavoidable if we maximize the likelihood of the observed sequence of events. Hence, the challenge in computing the log-likelihood is the high computational cost due to the integral term. ...
Predictive business process monitoring is a challenging time series task due to the complex and dynamic nature of business processes, which involves predicting the ongoing cases in terms of the next activity, activity suffix, and remaining time prediction on a business process. Temporal point processes (TPPs) are widely used to model sequences of events happening at irregular intervals, to model the occurrence times of events, and to capture the temporal dependencies among them. With the recent advances in deep neural networks, deep TPPs have emerged as a promising approach for capturing complex patterns in event sequences with occurrence timestamps. Hence, deep TPPs can be a potential approach to tackle business predictive monitoring tasks. In this paper, we experiment and review the effectiveness of recent research on deep TPPs on the predictive business process monitoring problem. Our results suggest that TPP methods have the potential in the next activity and remaining time prediction in the predictive business process monitoring problem. The findings can be helpful to practitioners and researchers interested in developing predictive monitoring systems for business processes.
... The business process (BP) perspective is increasingly seen as a mechanism for achieving competitive advantage and the core of the functioning of an organization to deliver the expected value to customers (McCormack and Johnson, 2001;Kirchmer, 2017;Bazan and Estevez, 2022). The importance of focusing attention on business processes is widely recognized and accepted although all uncertainties and operating difficulties within management practice (Trkman, 2010;Syed et al., 2018). ...
... Smith and Fingar, (2003) ;Strnadl, (2006) and Unbaid and Dweiri, (2020) business process can be defined as a dynamically collaborative activities or logically linked tasks that start and end by an event to meet customers' requirements and attain other strategic business objectives. The definition of a business process as a set of related activities with external event performed to produce valuable results visualized in fig. 2 as presented by Kirchmer, (2017). In addition, Morgeson and DeRue, (2006) agreed that business process is an occurrence of specific duration include a set of tasks or duties that is started by an event and completed by an event. ...
... Business Process Structure(Kirchmer, 2017) ...
... The stages of preparation and planning of business process maps in Kirchmer [7] explain that the Ministry of Education and Culture has fulfilled 3 (three) important activities which are described as follows: ...
... Hard copy storage of the business process map is placed on the management section shelf in each organizational unit so that it is visible and easy for users to find and also been uploaded to Legal Documentation and Information Network which will make it easier for all users who need it to access it. Kirchmer's opinion [7] explains that functional organizational units in charge of management must support and assist employees involved in the process so that they can ensure the flow of activities according to the business process map. The ministry as long as the utilization of the implementation of this business process map is controlled directly by the management department as coordinator and facilitator if there are inputs for changes from organizational units. ...
... According to Kirchmer [7], achieving an understanding of business process maps must be aligned with all organizational units because if there are differences from the understanding of business process maps, then business process maps are not used properly by organizational units. It can be said that the understanding of the business process map among employees is not aligned, so that several processes in the business process map have not been used as a reference for activities in the unit. ...
... Organizations can strategically apply Business Process Management (BPM) for diverse reasons such as operational excellence, product/service leadership and customer intimacy [12,25]. New IT trends like Artificial Intelligence, Virtual Reality, Internet of Things (IoT) and blockchain have a disruptive impact on organizations and their business processes, influencing everyone's private life as customers and professional life as employees. ...
... We therefore constituted an expert panel of 19 West-European BPM managers, digital innovation/transformation managers and IT consultants working on both BPM and digital innovation. As a result, this paper launches a call for more research on the combination of BPM and digital innovation, and illustrates this call by proposing some illustrative research avenues across the two research traditions on information systems (IS) and on management within the BPM discipline [12,25]. ...
... On the other hand, [24] showed that process orientation positively influences organizational innovation performance, e.g. by means of an increased customer focus. This means that BPM can also enable DI when looking for optimization opportunities, instead of merely being the subject of DI when applying digital technologies for process execution [25]. ...
... In order to operationalize the BPM-D Framework and its components further, the framework is transferred into a more formalized reference model. Reference models are generalized knowledge, structured and documented in a manner that enables adaptability to specific situations (Kirchmer, 2011) (Fettke, Loos, 2007). During the development of the BPM-D Reference Model the BPM-D Process Framework is further detailed and integrated with the other BPM-D sub-frameworks. ...
... 11, it is exactly described which BPM roles are required, what the people in those roles have to do, which data (information) they use and in which logical sequence they work. Hence, the process is sufficiently described to be implemented (Kirchmer, 2011). ...
... In order to operationalize the BPM-D Framework and its components further, the framework is transferred into a more formalized reference model. Reference models are generalized knowledge, structured and documented in a manner that enables adaptability to specific situations (Kirchmer, 2011) (Fettke, Loos, 2007).During the development of the BPM-D Reference Model the BPM-D Process Framework is further detailed and integrated with the other BPM-D sub-frameworks. The control flow logic is added to the functional decomposition. ...
... Maximizing daily EBITDA hinges on improving behavior and engagement. Engagement refers to involvement, commitment, and the willingness to overcome obstacles or constraints in strategy execution, ultimately challenging these constraints and delivering better performance [70,[74][75][76]. Therefore, integration of EBITDA into WBS will simplify manager to manage profitability. ...
... Ensuring maximum daily EBITDA across all work breakdown structures and work packages requires effective communication. Precise and efficient communication is vital for sharing strategic information and facilitating successful implementation [72,75,77]. Thus, integrating EBITDA as a target in business processes and work breakdown structures will provide project managers with the necessary information. ...
Our goal is to improve Project Management (PM) profitability and reduce discrepancies in information among stakeholders, which can result in conflicts. This will be accomplished by incorporating Earned Value Management (EVM) with the Income Statement and incorporating earnings before interest, tax, depreciation, and amortization (EBITDA) with the work breakdown structure (WBS). These incorporations will streamline information sharing between PM, other management professionals, and the stakeholders, ultimately fostering the application of PM within broader business and management contexts. We drew on theories from Project, Operations, Financial Management, Agency Theory, and the Theory of Performance Frontiers. We conducted multiple case studies in a shipbuilding corporation with 25 projects and an aircraft manufacturing corporation with 20 projects. Our analysis involved both qualitative and quantitative methods, ensuring the accuracy and practicality of our hypotheses and instilling confidence in our research findings. This integration addresses the information gap on profitability for non-project management professionals, empowering stakeholders to enhance project performance. This integration benefits the company by allowing the project manager and stakeholders to gain real-time insights into the project’s profitability, which enables continuous optimization of daily EBITDA by improving efficiency and productivity to achieve the project’s profitability target. This study and its innovative findings originate from the author’s unique approach, which is a significant contribution to the field of Project Management. This research focused on project management using EVM in for-profit organizations. Integrating EVM in the income statement also facilitates PM application in other management systems.
... To identify the processes of an organization, it can be used existing industry best-practice models as a checklist, to determine the processes of an enterprise or apply a analytic approach (Kirchmer, 2011 (Antonucci et al., 2009, pp. 162-168). ...
... Hammer and Champy (1994) have a similar perspective, but consider that the output should generate value to the customer. Kirchmer (2011) considers also that the value should be generated for the customers, however adds the internal customer. Scheer and Nüttgens (2000) describe business process as a procedure with significance to generate value in the organization, being triggered by a start event, followed by intermediate events triggering functions and ending with a end event. ...
This thesis focus in the development of an approach to operationalize the business
strategy for the sport organizations, using Business Process Management (or BPM)
as theoretical framework. The approach is tested and improved within the context of
several sport organizations, using action research as a research methodology, which have
the double objective of developing the research and simultaneously achieve the expected
results in the organizations, where the improvement actions were developed. The
research results of this thesis are materialized in four studies, study 1 - addresses the
development of the approach and studies 2, 3 and 4 applies the approach respectively in
a context of a public organization, sport department of a municipally, and in a context
of a Sport Federation.
The articulation of the organizations accordingly their needs facilitates the achievement
of the business objectives, properly supported in an integrated approximation,
to operationalize the strategy, which simpli es the identi cation of the improvement
priorities in the organization. The research is supported in the adoption of a holistic approach,
to develop the strategic alignment based in the organization of the work without
the traditional functional perspective. The results of the research in the sports organizations
are the impact in their work, planned improvements, and the adoption of the
approach to facilitate the achievement of their business objectives systematically.
... In order to operationalize the BPM-D Framework and its components further, the framework is transferred into a more formalized reference model. Reference models are generalized knowledge, structured and documented in a manner that enables adaptability to specific situations (Kirchmer, 2011) (Fettke, Loos, 2007).During the development of the BPM-D Reference Model the BPM-D Process Framework is further detailed and integrated with the other BPM-D sub-frameworks. The control flow logic is added to the functional decomposition. ...
... While this redundancy needs to be managed we feel that at the current point of time it helps to achieve both, easy use of the content by process practitioners and by software developers., it is exactly described which BPM roles are required, what the people in those roles have to do, which data (information) they use and in which logical sequence they work. Hence, the process is sufficiently described to be implemented (Kirchmer, 2011). ...
Business strategies and operations are driven by scores of ever-shifting factors: from legal regulations to technological innovations and an all present digitalization. Companies need a powerful management approach to achieve high performance in today’s digital world. In effect, they must know how and when to enhance their business processes, which processes are optimal candidates for intervention, and how to move rapidly from strategy to execution.
That’s where the Business Process Management-Discipline (BPM-Discipline) helps. It delivers significant business value by converting strategy into people and IT based execution at pace with certainty. The BPM-Discipline is implemented through the “process of process management”. An efficient and effective implementation of this management process is achieved using a holistic framework and reference model as well as related tools and templates.
... In order to operationalize the BPM-D Framework and its components further, the framework is transferred into a more formalized reference model. Reference models are generalized knowledge, structured and documented in a manner that enables adaptability to specific situations (Kirchmer, 2011) (Fettke, Loos, 2007). During the development of the BPM-D Reference Model the BPM-D Process Framework is further detailed and integrated with the other BPM-D sub-frameworks. ...
... While this redundancy needs to be managed we feel that at the current point of time it helps to achieve both, easy use of the content by process practitioners and by software developers., it is exactly described which BPM roles are required, what the people in those roles have to do, which data (information) they use and in which logical sequence they work. Hence, the process is sufficiently described to be implemented (Kirchmer, 2011). The reference model is developed in a web-based process repository tool. ...
... In order to operationalize the BPM-D Framework and its components further, the framework is transferred into a more formalized reference model. Reference models are generalized knowledge, structured and documented in a manner that enables adaptability to specific situations (Kirchmer, 2011) (Fettke, Loos, 2007). During the development of the BPM-D Reference Model the BPM-D Process Framework is further detailed and integrated with the other BPM-D subframeworks . ...
... On level 3 process models, for example in the model shown infigure 11, it is exactly described which BPM roles are required, what the people in those roles have to do, which data (information) they use and in which logical sequence they work. Hence, the process is sufficiently described to be implemented (Kirchmer, 2011). The reference model is developed in a web-based process repository tool. ...
Today business strategies and operations are driven by scores of ever-shifting factors: from demographic changes, capital availability and legal regulations to technological innovations and an all present digitalization. Static business models are no longer able to keep pace with such dynamic change. Companies need a management approach that fits to this environment. Organizations need to master the " new normal " and deal proactively with our " digital world ". In effect, they must know how and when to modify or enhance their business processes, which processes are optimal candidates for intervention, and how to move rapidly from strategy to execution. That's where the Business Process Management-Discipline (BPM-Discipline) helps. It enables organizations to deal with change successfully and create immediate as well as lasting competitive advantage. It delivers significant business value by converting strategy into people and IT based execution at pace with certainty. The BPM-Discipline creates a " strategy execution network ". The BPM-Discipline is implemented through the " process of process management ". Organizations look for a way to systematically establish their process of process management efficiently and effectively. This can be achieved using a holistic framework and reference model for the process of process management. The paper introduces the BPM-Discipline and how it is implemented through the process of process management, leveraging a powerful reference architecture in form of comprehensive information models as well as related tools and templates.
... You just need to at least be able to interpret and understand the objectives of the organisation to be able to look at a specific organisation. (P17, 16 years and six months of managerial experience, Operations) This opinion is supported by Kirchmer (2017) who posit that when managers have a good understanding of how the business runs and what the business process and systems consists of then organisations can grow and achieve customer satisfaction. Relatedly, Mokbel Al Koliby et al. (2024) report that entrepreneurial competencies such as opportunity competencies to increase enterprise agility in the manufacturing sector will be critical in the 4IR. ...
The impact of the Fourth Industrial Revolution (4IR) and resulting technological advancements on the manufacturing environment requires new competencies from managers. The purpose of this study was to explore the perceptions of managers concerning essential managerial competencies for future success in the manufacturing sector in South Africa. Studies on future managerial competencies are currently under-represented and served as motivation for this study. An exploratory qualitative research approach was followed and an interpretivist paradigm was employed. A qualitative descriptive empirical research design was used. The research sample comprised 20 managers from a variety of manufacturing organisations. Purposive sampling was used, and online semi-structured interviews were conducted to collect the data. Conventional qualitative content analysis was employed to analyse the data. The participants indicated that cognitive, general managerial, intrapersonal, macroeconomic, mesi-economic, organisational-focused and social skills will be critical managerial competencies for future success in the manufacturing sector. Limitations of the current study were reported and recommendations for future research were made. The findings of this study can inform talent acquisition, development and retention in the manufacturing sector of South Africa. In this study, we highlight the importance of social skills for managers such as people management, employee empowerment and interpersonal skills. Our study adds to the body of literature by highlighting the essential managerial competency of adaptability in the manufacturing sector. Managers should have the ability to adapt to change if they wish to be successful in the South African manufacturing sector. Another significant contribution was to qualitatively explore critical managerial competencies for the 4IR in this sector, from the perspective of those managers who already function in these roles.
... From these elements, we can define a reference model as a simplified representation of an inferential accumulation of information on real systems, including a set of elements and facts theoretically and practically accepted, aimed at understanding and assessing other similar systems. They are also defined as generic conceptual information models that formalise recommended practices for a specific domain (Kirchmer, 2017). Also, Fettke and Loos (2003) state that references are sometimes called universal models or generic models, and that research in this area can be divided into two main groups, namely those which focus on methodological aspects, those who specialise much on proposing concrete models that can be used as artefacts. ...
Business dynamics has created many ripples in industries and supply chain management is no exception to this. Different standards and references have become widely coveted management tools in several areas, including that of information and business process systems, logistics, quality and business operations. This is mainly due to the need for companies to have both the same level of understanding and practices, and also the same language thanks to new organisational configurations (network, supply chain). In operations, logistics, and supply chain management, there are many references because of practice and process variability that come from important environmental uncertainty. The main purpose of this paper is to deepen the reflection around these reference models aiming at having a structured and consolidated view. This offers a framework that highlights the influence of operations, logistics, and supply chain management practices in business.
... In the same context, Kirchmer, (2017) and Optiz et al., (2014) referred that business processes (BPs) associated with 21st century products and/or services are significantly more complex, necessitating numerous administrative duties and activities to coordinate and supervise company operations as required. Hence, managing business processes necessitates the use of a set of appropriate management tools and techniques to ensure that they are configured, measured, managed, and controlled in a specific manner, allowing the service provider to be proactive in identifying service quality issues and improving quality outputs. ...
... A series of new management methods and models that integrate, combine, and hybridize business process management, technology, digitalization, or business administration have been researched and implemented by organizations. For example, digitization and BPM are based on a strategic management perspective [41] or a study of BPM culture [49]. A study of the effective implementation of process modeling in BPM for knowledge-driven DT and social digitization requires rethinking how to structure and model processes in the current context. ...
In recent years, research on digital transformation (DT) and business process management (BPM) has gained significant attention in the field of business and management. This paper aims to conduct a comprehensive bibliometric analysis of global research on DT and BPM from 2007 to 2022. A total of 326 papers were selected from Web of Science and Scopus for analysis. Using bibliometric methods, we evaluated the current state and future research trends of DT and BPM. Our analysis reveals that the number of publications on DT and BPM has grown significantly over time, with the Business Process Management Journal being the most active. The countries that have contributed the most to this field are Germany (with four universities in the top 10) and the USA. The Business Process Management Journal is the most active in publishing research on digital transformation and business process management. The analysis showed that “artificial intelligence” is a technology that has been studied extensively and is increasingly asserted to influence companies’ business processes. Additionally, the study provides valuable insights from the co-citation network analysis. Based on our findings, we provide recommendations for future research directions on DT and BPM. This study contributes to a better understanding of the current state of research on DT and BPM and provides insights for future research.
... Let Table II be an example of an event log from a loan application process [29]. In this event log, there are four different activities, each representing the task performed by a resource to achieve a goal [30]. The sequence of activities belonging to the same trace identifier is called a trace, and a partial trace, which is used as an input to a predictive model, is called a prefix. ...
Predictive monitoring of business processes is a subfield of process mining that aims to predict, among other things, the characteristics of the next event or the sequence of the next events. Although multiple approaches based on deep learning have been proposed, mainly recurrent neural networks and convolutional neural networks, none of them really exploit the structural information available in process models. This paper proposes an approach that simultaneously learns spatio-temporal information from both the event log and the process model by combining recurrent neural networks with graph convolutional networks. Thus, common patterns from process models, such as loops or parallels, can be learned while avoiding overwriting information during the encoding phase. An experimental evaluation of real-life event logs shows that our approach is more consistent and outperforms the current state-of-the-art approaches.
... A business process is a series of tasks performed by a set of resources, which can be human, software or hardware, to achieve a goal [1]. The execution of a business process is recorded in an event log [2], storing for each event, at least, its case identifier, the activity performed, and its timestamp. ...
Predictive monitoring of business processes is concerned with the prediction of ongoing cases on a business process. Lately, the popularity of deep learning techniques has propitiated an ever-growing set of approaches focused on predictive monitoring based on these techniques. However, the high disparity of process logs and experimental setups used to evaluate these approaches makes it especially difficult to make a fair comparison. Furthermore, it also difficults the selection of the most suitable approach to solve a specific problem. In this paper, we provide both a systematic literature review of approaches that use deep learning to tackle the predictive monitoring tasks. In addition, we performed an exhaustive experimental evaluation of 10 different approaches over 12 publicly available process logs.
... Fingar claims that you should even know customer interests and needs before the customers themselves are aware of them [1] Generally, the subprocess resulting from idea finding is an emergent process, which cannot initially be defined right away from start to finish. There exist special process management approaches for such emergent business processes [29]. In most cases, however, the step from the idea to the innovation itself is the most challenging. ...
... Effective process management combines these two approaches focusing on delivering the expected value outcomes. This is shown schematically in figure 1below: This paper does not seek to normalize the multiple models or approaches to Change Management and therefore use one of the accepted 3-step approaches of: Information, Communication and Training (Kirchmer, 2011). The ingredients to success of process adoption lie in an understanding of how good process management can feed and enable a collaborative approach to change management. ...
Complex market conditions combined with digitally empowered consumers present a challenging commercial environment. Most business leaders understand that the answer is innovation and agility but the question is how this is achieved. Creating a Next Generation Enterprise suited to this new “normal” is about understanding and managing processes. When processes are aligned and good practices are applied, efficiencies are created freeing people to innovate. This generates a nimbler organization, which is able to adapt to evolving market conditions more quickly.
Much has been written about the importance of standardization and harmonization in achieving this alignment and efficiency of business processes. They consistently highlight the human dimension of process as being the key challenge. In the authors experience, applying five key enablers of Business Process Management (BPM) can have a dramatic impact in improving the effectiveness of standardization and harmonization in process change programs.
Process Governance: Using segmentation of business processes to understand their characteristics and provide the basis for choosing the most appropriate responsibility (and empowerment) to standardize and harmonize the processes appropriately.
Process Knowledge Management: Establishing a process repository, which is both accessible and driven by users, is crucial in breaking down the barriers, which so often exist between process management teams and the rest of an organization. It makes standardization and harmonization tangible.
People Engagement: Creating a shared sense of ownership for the business processes and their results and engaging the whole stakeholder community in sharing the responsibility for standardization and harmonization.
Tools and Technology: Leveraging Technology as a powerful driver of standardization with the automation of parts of the business process. Using tools that have been used very successfully in B2C to improve the pace and effectiveness of people engagement within the organization.
Metrics and Monitoring: Finally, measuring success of standardization and harmonization initiatives is important but needs to be tightly linked to the business strategy with the most relevant metrics being defined to focus behavioral change and make it more manageable.
These BPM enablers have been shown to have a profound impact on achieving standardization and harmonization as elaborated in this paper and with reference to case examples.
... Mit der Managementdisziplin des wertorientierten BPM können Strategien umgesetzt und Projekte zügig und sicher vorangetrieben werden. Durch Process Excellence lässt sich so eine hohe Leistung erzie- len [4]. ...
Innovating business processes by means of emerging technologies may lead to significant productivity increases and economic growth. However, each innovation involves risks and creates uncertainties, especially when this is done with still immature technologies. By conducting an expert panel followed by multiple case studies, we have compiled a list of frequently occurring obstacles with lessons learned. By offering a practical framework that outlines good practices per organization type, we acknowledge different approaches in achieving digital process innovation.
Governança em BPM (Busines Process Management) é um aspecto frequentemente apontado como fundamental para o sucesso efetivo do gerenciamento de processos de negócio nas organizações. Isso parece ser especialmente verdade no contexto do setor público, onde a eficiência, prestação de contas e transparência (três princípios básicos da governança) precisam ser coordenadas. No entanto, as abordagens de governança em BPM têm se caracterizado por apresentarem conceitos complexos e pouco precisos, com visões bastante
variadas sobre o tema, e modelos em alto nível que oferecem pouca ajuda sobre como implementá-la. Além disso, há um número reduzido de trabalhos empíricos descrevendo relatos práticos de implementação de governança em BPM. Assim, há uma escassez de modelos detalhados e consistentes nos quais praticantes e pesquisadores possam se basear. À vista dessa necessidade, essa tese teve como objetivo desenvolver e avaliar um modelo conceitual para apoiar a implantação da governança em BPM, chamado Modelo BPMG.
Inicialmente, foram realizados estudos de caso exploratórios para levantamento de barreiras e facilitadores que influenciavam a governança em BPM em organizações do setor público que conduziam iniciativas de BPM. Constatou-se que as organizações não compreendiam precisamente o que é a governança em BPM nem tratavam explicitamente questões relacionadas mesmo quando conduzindo projetos de BPM. O modelo BPMG foi construído numa abordagem de design-science research contemplando também a criação de uma ferramenta de software que implementou elementos do modelo visando sua aplicação numa organização do setor público. Tanto o Modelo BPMG quanto a ferramenta tiveram sua aplicabilidade avaliada por integrantes do escritório de processos da organização pesquisada e por especialistas em governança de diferentes organizações. O resultado da avaliação apontou que o Modelo BPMG ajudou os praticantes de BPM da organização a desenvolverem um entendimento mais preciso e compartilhado da governança em BPM e foi percebido como significativamente útil para guiar a implantação dessa governança na organização.
Leistungsfähige Prozesse sind schwer imitierbar, also zumindest für einen gewissen Zeitraum ein Wettbewerbsvorteil. Nur ist das mit den Abläufen in manchen Unternehmen so eine Sache. Sie funktionieren. Irgendwie. Aber nicht immer sind Unternehmen flexibel genug, um auf Veränderungen schnell zu reagieren. Es ist nicht klar, an welchen Stellhebeln man drehen muss, um die Strukturen und Abläufe an die neuen Anforderungen des Marktes anzupassen. Wie gestalten Sie Ihre erfolgskritischen Prozesse stabil und beherrschbar, mit hohem Kundennutzen und geringen Fehlleistungskosten? Andre Schmutte führt Sie in die Welt von Lean Management und Six Sigma ein und zeigt, wie Sie Geschäftsprozessmanagement erfolgreich in Ihr Unternehmen einführen. Mit Checkliste: Wie reif ist Ihr Geschäftsprozessmanagement?
More organizations are establishing business process management (BPM) as a discipline to move their strategies into operational execution with certainty. This is particularly important in the increasingly dynamic and connected business environment. As with any other management discipline, BPM was established through the process of process management. The use of BPM has become a key driver for optimization, cost cutting, effectiveness, and enterprise transformation, especially in an environment of external forces and drivers initiating constant change. As a result, many companies are beginning to develop a dedicated role to lead these initiatives. This emerging top executive role, which manages all process initiatives, is called the chief process officer (CPO). The CPO oversees process management so that it increases performance and ensures value creation by executing the business process strategy across organizational boundaries, such as departments or divisions.
Extensive research has proven that an organization competes through less than 20% of its business processes which have a high impact on strategic value drivers. Over 80% of the processes are commodity processes. It is sufficient to achieve industry average performance in this area. A value-driven process design and implementation considers this by focusing innovation and optimization initiatives as well as company specific digitalization on the 20% high impact processes, while commodity processes are designed based on industry reference models and implemented as far as possible through available standard solutions. Design and implementation of processes focus systematically on creating business value.
The paper describes an approach to such a value-driven segmentation, design and implementation of businesses processes, transferring strategy into execution, at pace with certainty in the digital world. The approach is explained using case examples.
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