Seems a lot of process lifecycles–tend to take a cyclical approach. i.e. some kind of loop most likely aligned with a continuous improvement approach.
For long now the marketplace has been trying to teach eschews of business process as one of the core assets of an organization and to this end the last 10 years have seen Business Process Management (BPM) become the cornerstone of transformation efforts. This movement has created certain challenges and paradoxes:
- BPM has become synonymous with BPMS
- BPM efforts focused purely on technology
- More time & effort spent evaluating technology platforms and less time & effort dedicated to driving value.
- In ordinate amount of time spent on standards definitions & alignment.
- Automation of inefficient processes and organizations
- Unrealistic short term fixes & ROI expectation to structural problems
- BPM organizations created without any guidance, expectations or alignment to overall strategy & objectives
Combine this with prolonged economic downturn, and traditional organizational challenges such as:
- Average span of role in corporation between 12 to 18 months, or
- Stability of an organization being stable without M&A’s, changing focus or divestures between 3 to 5 years.
- Process being the latest and greatest fad it now seen as the solution for all problems.
As a result there is a perceived stigma now being associated with the value & promise of BPM.
To be continued…