Archives for March 2015

The Happy Fifteen Percent

The March Mini-Poll that BPTrends ran asked readers to tell us about how their executives felt about business process change. 15% said that “hardly anyone in our organization is interested in business process work. 35% said that it was most middle managers in the organization who were working to sell process ideas to executives. Another […]

Productivity and Process

In a recent issue of Bloomberg Businessweek, I read an article discussing US productivity.  This is a perennial topic of business magazines, simply because, as the article suggests, it is “hugely important.”  Ultimately, productivity determines both the rate of economic growth and the standard of living that people enjoy.  If workers can make more units […]

Deep Structures of Business Processes

In May of 2006 Jan L.G. Dietz wrote an article for the Communications of the ACM entitled “The Deep Structure of Business Processes.”  Someone recently sent me a copy of the article and asked a number of questions about it.  Obviously the title derives from the work of structuralists, like Chomsky, who posit a “deep […]

Who Cares About Process Work?

Our current mini quiz asks readers to say Who cares about process work in their organization.  So far we have only had 13 responses so its a bit early to conclude anything, but, the responses do suggest an interesting pattern.  In effect, each option got 2 votes, save for the option that the middle managers […]

Performance Architecture: Disruptive Selling

Entrepreneurs experimenting with different ways to reach and maintain their customers have developed new sales processes. In this Column, Roger Addison and Carol Haig introduce some of these companies and highlight what is unique about their sales processes.

Human Processes: The Change Challenge

Keith uses the National Health Service in Great Britain to illustrate the challenges faced by large organizations when they attempt to introduce change of pace and scale. Phase 1 of the “NHS Challenge” reveals 10 commonly occurring barriers to change efforts and 11 building blocks that may help to overcome the barriers.

Harmon on BPM: The ROI on BPM

This month Paul takes up a frequently asked question about BPM—specifically, the 
issue to ROI (return on investment) on BPM. Statistics on this subject can be difficult to interpret, but Paul believes that success comes to organizations that lay the groundwork by training managers and employees to think in terms of process. Laying the groundwork is expensive and initial returns are often modest, but long term commitment will ultimately produce success.

Some organizations are led by senior executives that believe in business processes. In other cases middle managers need to fight to get to improve processes. What’s your organization like?

Performance Improvement: Ain’t Misbehaving: The Behavioral Side of Improvement Work

While improvement practitioners are “tool-savvy and tool-adept”, they are less equipped to deal with the so-called “soft stuff”. Alan Ramias and Paul Fjelsta address the behavioral side of improvement in this, the first in a series of three Columns that will focus on this issue. The principle behind the series is that behavior can be reengineered and, to achieve lasting organizational change, it must be.

Using Process to Drive Stakeholder Engagement, Part 2

Laura Thompson, Practice Lead, Business Transformation at Capstone Ridge Group in Winnipeg, Canada presents Part 2 of Using Process to Drive Stakeholder Engagement.