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BPManagement has a learning curve with clients

July 21, 2010

I posted this in a previous blog a year ago…in my professional opinion the content addresses a fresh discussion in one of the BPM user groups. This also makes a statement about where organizations are with BPM.

Repost from 7/2009

In the BPM groups today I noticed a trend in discussions… the lack of understanding from decisions makers on the importance of enterprise strategy in defining processes and how strategy designed processes create value for the customer and reduce cost and effectively manage risk.

We are brought in to fix something that is broken, without the goals and objectives of the enterprise we end up wrapping duck tape around a still broken process. As professionals it is our responsibility to not only design good processes that are based on corporate objectives to improve performance, we also shape strategies that guide their purchases. In order to be successful we have the professional responsibility to educate our clients on the recursive relationship between processes aligned with enterprise strategy and the success of the organization.  Let me take a few steps backwards. During the sales presentation we need to communicate not just the benefits of BPM but the real ROI is gained through buy-in at every level. Provide a high level view of the buy-in process, the meeting with senior management collectively to introduce the objective of the BP task, an individual or collective meeting with all managers (depending on the size of the organization) with emphasis on how collaboration will  allow you to capture strategy at the level of executive and below.

Assuming you did a good job showing off your prowess and the gig is yours – as you develop your models show them off, show them to the managers, IT architects and senior staff, and get them involved.  I would even go further to incorporate Change Management strategies to ensure the staff is kept informed.  Let them see how the strategy is being tied to every level in organization. Think of it like a JAD session for process improvement.

Now if there is not an enterprise strategy and everyone is clueless, bow out gracefully.



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